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Author: 


Ivey,  Paul  Wesley 


Title: 


Elements  of  retail 
salesmanship 

Place: 

New  York 

Date: 

1920 


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MASTER   NEGATIVE   # 


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Irey,  Paul  Weeley. 

ElementB  of  retail  aalesmanshlp,  by  Paul  Wesley 
lTey.,»  New  Tork,  Maomillan,  1920.. 

Tilif  247  p.   29§  dm. 

Bibliography »  p.     237-240. 


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Columbta  Wini\}tviitp 

in  tfte  Citp  of  ^eto  gork 


LIBRARY 


School  of  Business 


I 


4 


X 


ELEMENTS  OF 
RETAIL  SALESMANSHIP 


( 


BY 

PAUL  WESLEY  IVEY,  Ph.D. 

Associate  Professor  of  Economics  and  Commerce,  University 

of  Nebraska.     Formerly  Assistant  Professor  of  Business 

Administration  in  the  Extension  Division,  State 

University  of  Iowa.     Author,  "The  Pere 

Marquette  Railroad  Company.'* 


THE  MACMILLAN  COMPANY 


1920 

All  rights  reserved 


DAMAGED  PAGE(S) 


COPTEIGHT,  1920 

By  the  MACMILLAN  COMPANY 


Set  up  and  electrotyped.    Published  February,  1920. 


Iciju^^- 


s^Xi 


m 


h 


TO  MY  WIFE 

IN  APPRECIATION  OF  HER  AID 

IN  THE  PREPARATION  OF 

THIS  VOLUME 


ft   I 


INTRODUCTION 

In  the  following  treatise  an  attempt  is  made  to  present 
the  elements  of  salesmanship  and  show  how  they  may 
be  profitably  applied  to  retail  selling.  Until  recently, 
retail  stores  have  not  seen  the  wisdom  or  the  necessity 
of  systematically  and  scientifically  training  their  sales- 
people in  selling  goods.  With  the  widening  scope  of 
mail  order  business  and  the  increasing  competition  be- 
tween towns  due  to  better  transportation  facilities,  meth- 
ods of  selling  goods  are  receiving  attention  that  a  few 
years  ago  would  have  seemed  misplaced.  Selling  serv- 
ice has  now  become  as  important  as  selling  goods.  The 
significance  of  this  new  development  and  its  application 
to  retail  stores  forms  the  ground  plan  for  the  material 
herein  presented. 

The  chief  reason  for  the  presentation  of  this  book  be- 
fore the  public  at  this  time  is  the  many  requests  that 
have  come  from  salespeople  in  the  department  stores 
where  the  author  has  lectured  asking  for  the  incorporation 
of  the  lecture  material  in  a  permanent  form.  It  is  with 
the  hope  of  gratifying  the  wishes  of  these  students  of 
salesmanship  as  well  as  that  of  satisfying  a  distinct  need 
now  felt  by  progressive  retailers  for  a  practical  text  for 
store  classes  in  salesmanship,  that  this  treatise  appears  in 
its  present  form.  If  it  serves  to  make  the  salesperson 
see  the  educational  possibilities  in  her  ^  work  and  the  re- 

^  The  feminine  gender  is  used  throughout  this  book  because  ninety-five 
per  cent  of  the  customers  and  salespeople  in  department  stores  are  women. 

vii 


Vlll 


INTRODUCTION 


lation  of  better  service  to  community  welfare,  it  will 
have  accomplished  the  purpose  for  which  it  was  intended. 
No  originality  is  claimed  for  the  principles  of  sales- 
manship herein  introduced.  However,  some  of  these 
have  been  applied  In  a  new  way  and  related  to  retail 
selling  where  heretofore  they  have  for  the  most  part 
been  presented  in  relation  to  other  phases  of  selling  goods. 
This  intimate  relating  of  general  principles  of  salesman- 
ship to  retail  selling  by  means  of  illustrations  and  special 
retail  problems  makes  the  book  of  special  value  to  the 
retail  salesperson,  although  the  student  of  salesmanship 
in  high  schools  and  colleges  will  find  much  that  will  be  of 

interest. 

For  the  source  materials  the  author  is  indebted  to 
many  merchants,  salespeople  and  teachers  with  whom  he 
has  conducted  the  teaching  of  salesmanship.  Also,  the 
many  books  on  salesmanship,  especially  the  more  recent 
ones,  have  contributed  numerous  important  ideas,  indi- 
vidual acknowledgment  of  which  would  be  impossible. 
Most  important  of  all  sources,  however,  is  the  selling 
experience  that  the  author  is  fortunate  enough  to  have 
had.  It  is  believed  that  this  combination  of  practical 
experience  with  theoretical  knowledge  is  sufficient  qualifi- 
cation for  presenting  the  most  important  elements  of 

retail  salesmanship. 

Paul  W.  Ivey. 


TABLE  OF  CONTENTS 

PAGE 

CHAPTER  yJJ 

Introduction 

I     Modern  Developments ^ 

II    Knowing  the  Goods ^5 

III  Knowing  the  Goods  (Continued) 43 

IV  Knowing  the  Customer 64. 

V    Knowing  the  Customer  (Continued)  .      .      .     •  90 

VI     Elements  of  Personality ^^^ 

VII     Elements  of  Personauty  (Continued)     ...  140 

VIII     The  Selling  Process ^^7 

IX     Store  System  and  Method 201 

Problems ^^' 

Bibliography ^^^ 


RETAIL  SALESMANSHIP 


CHAPTER  I 

MODERN  DEVELOPMENTS 

Before  the  student  of  salesmanship  can  comprehend 
the  changes  that  are  taking  place  in  retailing  or  can  fore- 
see the  possibilities  of  the  future  in  the  merchandising 
of  goods,  it  is  extremely  necessary  to  realize  clearly 
and  comprehensively  the  important  changes  that  have 
transpired  in  other  fields  of  production.  The  fact  must 
soon  be  borne  in  on  the  student's  mind  that  only  through 
change  does  progress  appear;  that  the  possibility  of  prog- 
ress in  the  production  and  distribution  of  goods  in  any 
state  or  country  rests  on  the  ability  and  willingness  of 
the  masses  as  well  as  the  leaders  to  change  their  minds. 
In  other  words,  open-mindedness  precedes  change  or 
progress,  and  the  latter  can  never  appear  in  practical 
effort  to  benefit  mankind  unless  it  enters  through  the 
door  of  the  former.  When  the  minds  of  any  body  of 
people  become  opposed  to  change,  when  they  become  in- 
flexible and  static,  then  we  have  what  are  known  as  Dark 
Ages.  Because  of  this  static  nature  of  people's  minds, 
their  opposition  to  change,  their  willingness  to  do  as 
their  fathers  have  done,  many  towns  in  the  United  States 
are  "  backward "  and  are  accomplishing  little  as  com- 


1 


2  RETAIL   SALESMANSHIP 

pared  to  other  towns  with  equal  advantages  and  oppor- 
tunities. Because  of  unwillingness  to  adopt  new  ideas, 
China  is  still  plowing  her  millions  of  acres  with  crooked 
sticks,  and  spinning  and  weaving  by  hand  processes.  In 
some  other  lines  of  endeavor  she  is  equally  backward,  as 
are  many  other  countries. 

To  keep  one's  mind  open  to  new  ideas  is  to  make  prog- 
ress; and  the  more  open-minded  the  people  in  any  town, 
state  or  country,  the  more  progressive  and  wealthy  is 
each  one  of  these  political  units.  It  is  the  privilege  of 
each  student  of  retailing  to  be  ever  on  the  alert  for  new 
ideas,  for  new  ways  of  doing  things.  Just  to  the  extent 
that  those  interested  in  retailing  take  this  attitude,  will 
retailing  become  scientific  in  its  every  detail  and  hence 
capable  of  distributing  goods  at  the  lowest  possible  cost. 
Justification  for  the  ''  middleman  ''  can  be  stated  in  no 
more  certain  terms  than  this  increased  efficiency  referred 
to. 


THE   INDUSTRIAL   AND   AGRICULTURAL   REVOLUTIONS 

Until  one  hundred  and  fifty  years  ago,  roughly  speak- 
ing, production  took  place  in  the  home.  Each  family 
was  practically  self  supporting,  producing  its  own  cloth- 
ing, food  and  shelter.  Only  a  few  articles  such  as  salt, 
plow  shares,  etc.,  were  imported  from  other  communities. 
In  this  autonomous  order  of  society  there  was  little 
specialization.  This  was  necessarily  so  since  the  demand 
for  any  product  in  a  community  was  limited  by  the  lack 
of  transportation  facilities.  There  were  no  railroads 
and  for  the  most  part  the  roads  were  impassable  for 
heavy  trafllic.  The  demand  for  any  product,  such  as 
horseshoeing  or  weaving,  was  thus  limited  to  the  town 
itself,  and  whether  specialization  was  developed  to  any 


MODERN   DEVELOPMENTS  3 

degree  naturally  depended  upon  the  size  of  the  town. 
As  specialization  means  opportunity  to  do  one  thing  all 
day  year  in  and  year  out,  it  amounts  to  nothing  more  or 
less  than  expertness. 

Expertness  was  thus  a  thing  unheard  of  in  many  com- 
munities because  society  did  not  demand  enough  of  cer- 
tain products  to  justify  any  one  spending  his  entire  time 
in  producing  them.  Lack  of  expertness  resulted  in  small 
quantity  and  inferior  quality  production.  In  other  words, 
goods  or  wealth  could  not  be  produced  in  large  quantities. 
Another  reason  for  this  condition  was  the  universal  use 
of  hand  tools  and  machinery.  Muscular  effort  definitely 
circumscribes  results.  No  great  quantity  or  quality  pro- 
duction of  wealth  could  have  been  produced  on  the 
foundations  —  hand  tools  and  non-specialization.  The 
wonderful  present  economic  welfare  of  the  people  in  the 
civilized  world  is  due  for  the  most  part  to  the  alteration 
of  these  conditions  of  production,  by  means  of  the  dis- 
covery of  a  new  and  great  motive  power,  viz.,  steam. 

With  the  invention  of  the  steam  engine  about  one  hun- 
dred and  fifty  years  ago  and  its  many  practical  applica- 
tions of  recent  years,  is  bound  up  a  great  revolution  in 
the  methods  of  producing  and  transporting  goods. 
People  who  formerly  spun  and  wove  in  their  homes  or  in 
small  shops  under  the  supervision  of  a  neighbor,  were 
now  brought  together  in  great  numbers  under  one  roof 
called  a  factory.  Each  person  was  set  at  a  single  ma- 
chine where  he  performed  a  single  operation.  Specializa- 
tion was  being  realized.  Along  with  the  much  larger 
production  of  goods  went  the  development  of  steam  rail- 
ways which  enabled  the  exchange  of  goods  between  com- 
munities, thereby  widening  the  market,  i.  e.,  the  demand. 
With  the  ever  increasing  facilities  of  transportation  and 


4  RETAIL   SALESMANSHIP 

communication,  people  were  enabled  to  specialize  in  one 
occupation  and  receive  from  elsewhere  the  many  neces- 
sities that  they  formerly  produced  themselves. 

As  a  direct  result  of  the  introduction  of  specialized 
and  mechanical  processes,  production  increased  tremend- 
ously, with  less  hours  of  work  per  day.  Hours  of  work 
fell  from  fourteen  to  twelve,  then  ten,  then  nine,  while 
at  present  there  are  many  industries  running  on  an  eight- 
hour  day.  Recently  a  movement  has  started  among 
British  labor  calling  for  a  six-hour  day.  This  remark- 
able reduction  in  working  hours  has  given  the  working 
man  leisure  hours  unknown  before  the  last  century;  and 
it  has  tremendously  stimulated  the  production  of  luxuries 
to  give  pleasure  during  the  free  hours.  These  luxuries 
soon  came  to  be  looked  upon  as  necessities  that  could  not 
be  dispensed  with  without  severe  hardship.  Thus  a  new 
standard  of  living  arose  which  included  many  things 
formerly  unheard  of.  The  great  definiteness  of  these 
comparatively  new  demands  has  acted  like  a  stimulant  to 
industry  and  has  opened  up  possibilities  for  production 
undreamed  of  even  fifty  years  ago. 

As  regards  the  increased  quantity  production  resulting 
from  the  introduction  of  machine  processes,  it  must  be 
said  that  not  only  did  hours  of  labor  diminish  as  produc- 
tion increased  but  likewise  the  total  number  of  laborers 
employed  in  the  industries  affected.  As  a  remarkable 
illustration  of  this  fact  is  the  production  of  yarn.  If 
the  present  yearly  production  of  yarn  was  produced  un- 
der the  old-fashioned  hand  methods,  it  would  take  one 
hundred  billion  women  spinning  ten  hours  per  day. 
When  it  is  considered  that  there  are  only  one  billion 
eight  hundred  million  people  in  the  world,  the  signifi- 
cance of  this  illustration  is  seen.     Needless  to  say,  per- 


MODERN   DEVELOPMENTS  5 

haps,  this  great  quantity  production,  with  less  labor,  has 
reduced  the  price  of  clothing,  house  furnishings  and  other 
articles  many  thousand  fold.  The  low  price  of  the  goods 
on  the  retailer's  shelves  Is  largely  due  to  the  steam  en- 
gine specialization. 

An  interesting  phase  of  this  remarkable  revolution  is 
the  attitude  that  the  workers  have  held  toward  it.     For 
the  most  part  they  opposed  It.     The  hand  spinners  and 
weavers  who  had  become  quite  proficient  in  their  hand 
processes  could  not  see  the  ultimate  value  to  mankind 
of  the  power  spindles  and  looms,  but  realized  only  the 
immediate    handicap    under    which    they    were    placed. 
Children  could  tend  the  new  machines  as  proficiently  as 
could  the  older  spinners  and  weavers,  and  naturally  the 
latter  were  Incensed  at  the  new  inventions.     Their  feel- 
ing of  antagonism  took  the  popular  form  of  burning  fac- 
tories and  smashing  machinery  wherever  this  was  possible. 
Only  momentarily,  however,  was  progress  stopped  by 
these  abortions.     The  new  machine  processes  and  the  in- 
creased specialization  produced  more  goods  of  a  greater 
variety  and  at  a  much  lower  cost,  and  because  of  these 
all-important  results  society  supported  and  protected  the 
new  processes  until  they  have  become  a  commonplace 
part  of  our  industrial  life.     No  one  at  present,  not  even 
the  workers  themselves,  would  think  for  a  moment  of 
going  back  to  hand  production. 

Such  is  the  path  of  progress.  Opposition  has  usually 
confronted  the  adoption  of  new  and  more  eflicient 
methods  of  production  or  more  advanced  scientific  ideas. 
When  Galileo  declared  the  earth  was  round  even  his 
scientific  contemporaries  were  astounded  that  one  could 
be  so  bold  as  to  attack  such  a  well  established  doctrine 
that  the  earth  was  flat.     His  life  was  threatened  unless 


6  RETAIL   SALESMANSHIP 

he  retracted  his  bold  assertion,  and  in  the  face  of  such 
opposition  he  temporarily  retracted  his  claim. 

Opposition  to  progressive  change,  showing  the  in- 
flexibility of  the  minds  of  large  classes  of  people,  is 
further  illustrated  by  the  mobbing  and  beating  of  Jac- 
quard  in  Lyons,  France,  in  1808.  Embroidering  had 
been  done  by  hand  since  the  world  began  and  people  be- 
lieved that  it  must  always  be  done  thus.  Jacquard  de- 
veloped a  wonderful  complicated  loom  that  permitted 
mechanical  production  of  this  work.  People's  minds 
could  not  accommodate  themselves  to  the  radical  change; 
they  could  not  understand  the  bold  nature  who  could  so 
set  aside  precedent  and  alter  a  universal  method  of  doing 
things.  But  England  grasped  the  idea  that  France  dis- 
carded and  today  a  statue  of  Jacquard  stands  in  Lyons 
on  the  spot  where  this  great  inventor  was  persecuted  over 

a  century  ago. 

Another  important  result  of  the  industrial  revolution 
was  the  division  of  society  into  capitalists,  landlords, 
managers  and  laborers.  Previous  to  the  industrial  revo- 
lution, when  each  family  was  almost  self-sufficing,  eaA 
person  combined  these  four  functions  in  himself.  With 
the  enlargement  of  industry,  however.  It  became  neces- 
sary for  more  intense  specialization  of  these  functions. 
For  example,  it  was  found  that  the  most  efficient  manager 
could  be  produced  only  If  all  of  one's  time  was  spent  in 
solving  managerial  problems.  People  now  had  to  choose 
which  function  they  were  qualified  by  nature  or  training 
to  perform  and  then  spend  their  entire  time  becoming 
experts  In  their  field. 

Thus  we  find  society  split  up  Into  four  factors,  all 
working  toward  a  common  end,  viz.,  the  production  and 
distribution  of  goods  at  the  least  cost.     No  factor  can 


MODERN   DEVELOPMENTS  7 

produce  goods  independently  of  the  others.  They  are  all 
necessary  for  large  scale  machine  production  and  are 
^  all  interdependent.  Oftentimes  this  fact  is  not  clearly 
seen  by  all  people,  resulting  in  the  temporary  disarrange- 
ment of  industry.  Sometimes  labor  thinks  itself  the  all- 
important  factor,  and  discontent  and  disturbances  result. 
Cooperative  stores  and  factories  are  initiated  by  laborers 
who  have  magnified  their  own  importance  in  the  industrial 
and  commercial  processes,  and  minimized  the  value  of 
capital  and  management.  Usually  in  this  country  such 
movements  have  met  with  disaster  because  of  lack  of 
capital  and  poor  management,  and  workers  have  lost 
their  earnings.  Through  bitter  experience  many  labor- 
ers have  learned  that  management  with  ability  and  fore- 
sight is  necessary  in  any  business  and  because  of  Its  rela- 
tive scarcity  must  be  well  paid.  On  the  other  hand, 
oftentimes  capital  or  management  gets  the  notion  that  it 
is  the  all-important  factor  in  production  and  treats  un- 
fairly the  labor  in  its  employ.  In  some  cases  only  by 
governmental  action  has  labor  succeeded  in  forcing  capi- 
tal or  management  to  recognize  its  rights. 

Fortunately,  the  necessity  for  specialization  of  these 
functions  and  the  relative  Importance  of  each  In  our 
industrial  and  commercial  system,  are  becoming  more 
widely  recognized  among  all  classes.  Employers  are  be- 
coming more  and  more  willing  to  see  the  employes'  side 
of  any  problem,  and  vice  versa.  It  is  to  be  hoped  that 
greater  mutual  understanding  between  all  parties  In  in- 
dustry and  commerce  will  eliminate  much  of  the  present 
day  antagonism  which  is  the  only  great  handicap  to  secur- 
ing greater  efficiency  and  lower  costs. 

Second  in  statement,  but  scarcely  inferior  in  impor- 
tance, is  the  great  revolution  in  agricultural  methods 


8 


RETAIL   SALESMANSHIP 


taking  place  within  the  last  century.  Since  grain  was 
first  grown  hand  methods  have  been  used.  The  scythe 
and  sickle  cut  the  grain,  the  raking  and  binding  were 
done  by  hand  and  the  grain  was  threshed  by  a  hand-swung 
flail.  Under  such  a  system  much  labor  was  needed  for  a 
small  production  and  costs  were  necessarily  high.  With 
the  introduction  of  mowers,  reapers  and.  binders,  stimu- 
lated by  the  scarcity  of  help  during  the  Civil  War,  a  new 
era  of  agriculture  was  at  hand.  Less  workers  on  the 
farms  could  now  produce  the  usual  crops  large  enough  to 
take  care  of  this  country's  demands,  as  well  as  a  surplus 
for  export.  An  illustration  of  the  tremendous  release  of 
men  for  other  occupations  caused  by  the  introduction  of 
agricultural  machinery,  is  seen  in  wheat  production.  Be- 
fore 1890,  in  order  to  produce  the  present  wheat  crop 
( 1 9 1 8 )  it  would  have  taken  1 1 ,000,000  men  working  ten 
hours  a  day,  while  after  this  date  the  191 8  wheat  crop 
could  have  been  produced  by  500,000  men  —  a  saving  of 
the  labor  of  10,500,000  men  on  one  grain  crop  alone.  If 
all  the  crops  were  considered,  the  saving  in  labor  power 
would  be  most  startling.  In  the  light  of  these  figures  the 
*'  back  to  the  country  "  movement  appears  somewhat  ri- 
diculous. If  less  men  can  produce  enough  grain  to  sat- 
isfy our  needs  why  employ  more  men?  Rather,  it  is  to 
the  advantage  of  the  farmer  as  well  as  of  all  society  to 
have  the  men  who  are  released  from  agriculture  by  means 
of  machinery,  migrate  to  the  cities  or  elsewhere  and  man- 
ufacture the  new  luxuries  that  are  increasingly  in  demand 
as  the  prosperity  of  the  country  population  becomes  as- 
sured. 

Our  farmers  adopted  agricultural  machinery  because 
of  necessity,  but  once  adopted  it  has  remained;  while 
other  operations  on  the  farm  have  gradually  been  taken 


MODERN   DEVELOPMENTS  9 

over  by  mechanical  processes.  Open-mindedness,  to  a 
large  extent,  is  the  reason  for  the  ready  adoption  of  these 
labor  saving  devices.  China  is  still  plowing  with  the 
crooked  stick,  and  efforts  to  introduce  Western  machinery 
have  been  of  little  avail.  Habits  of  thinking  and  doing 
have  been  fixed  by  too  many  centuries  of  unchanging  meth- 
ods to  be  altered  in  a  generation  or  two.  Only  by  the 
most  persistent  efforts  are  backward  countries  made  to 
adopt  new  ideas  and  new  methods  and  then  it  is  usually 
accomplished  by  the  example  of  progressive  foreigners. 
The  result  of  new  ideas  is  illustrated  no  better  than  in 
agricultural  development  in  the  United  States;  and  the 
stagnation  and  meager  production  due  to  Inflexibility  of 
mind  and  inability  to  change  from  old  to  new  methods,  is 
no  more  clearly  seen  than  in  the  production  of  agricul- 
tural products  In  the  Far  East  and  other  backward  coun- 
tries and  states. 

THE  NEW  PHILOSOPHY  OF  RETAIL  MERCHANDISING 

Like  manufacturing,  transportation  and  agriculture,  re- 
tailing has  been  revolutionized  In  the  last  century  and  a 
half.  From  time  immemorial  the  retailer,  trader  or 
shopkeeper  has  been  held  In  low  esteem  by  his  fellowman. 
Throughout  English  history  the  unscrupulous  cunning  of 
the  shopkeeper  seems  to  have  been  a  byword.  The 
trader  was  believed  to  be  a  man  who  produced  no  wealth 
whatsoever,  but  gained  an  illegitimate  living  by  adding 
to  the  price  of  goods  that  he  received  from  some  one  else. 
In  other  words,  he  was  not  economically  justified. 
Neither  was  he  socially  justified.  It  was  commonly  be- 
lieved that  he  sought  to  sell  goods  to  the  disadvantage 
of  the  buyer.  Caveat  emptor  (let  the  buyer  beware) 
was  the  ruling  business  ethics  of  the  time,  but  this  fact 


lO  RETAIL   SALESMANSHIP 

did  not  lessen  the  suspicion  that  the  customer  held  to- 
ward  the  shopkeeper.  The  buyer  was  necessarily  al- 
ways on  his  guard  when  dealing  with  retailers,  and  this 
antagonistic  attitude  of  the  buying  public  has  only  been 
partially  dissipated  within  recent  years  for  reasons  that 

will  be  mentioned. 

The  reason  for  the  existence  of  the  shopkeeper  not  be- 
ing justified  economically  was  a  false  view  of  what  was 
meant  by  the  *'  production  of  wealth."     The  Physiocrats 
believed  that  agriculture  was  the  only  productive  industry 
from  which  all  other  trades  and  occupations  received  their 
energy.     Later  on,  it  was  generally  conceded  that  manu- 
facturing was  productive  of  wealth,  but  reluctance  was 
shown  in  granting  this  function  to  retail  merchandising. 
Transportation  was  held  in  the  same  light  as  retaihng. 
But  in  the  last  century  it  became  clear  to  many  people 
that  industries  or  persons  were  producers  of  wealth  if 
they  satisfied  some  want,  i.  e.,  produced  some  utility. 
It  was  seen  that  corn  is  not  "  produced  "  in  the  complet- 
est  meaning  of  the  word  until  it  is  in  the  hands  of  the  con- 
sumer, since  the  only  object  of  its  "  production  "  is  to  sup- 
ply the  demands  of  consumers.     Hence  the  railroad  and 
other  transportation  agencies  must  function  in  the  pro- 
duction process  and  add  place  utilities  to  the  articles  trans- 
ported.    Then  in  order  to  get  the  goods  into  the  hands  of 
the  consumer,  specialized  agencies  must  be  employed  to 
effect  a  change  in  ownership  of  the  goods.     Exchangers, 
traders   or    shopkeepers   were    seen   to    add    ownership 
utilities  to  goods.     So  to  the  fundamental  or  substance 
utilities  added  to  an  article  by  agriculture,  mining  or  lum- 
bering, are  added  form  utilities  by  manufacturers,  place 
utilities  by  transportation  agencies  and  ownership  utili- 
ties by  merchants. 


MODERN   DEVELOPMENTS 


II 


4 


^ 


It  may  seem  that  such  an  analysis  as  this  is  superfluous, 
but  one  does  not  have  to  go  far  even  today  to  find  strong 
traces  of  the  old  fallacy,  viz.,  that  the  retailer  is  not 
productive.  However  it  must  be  said  that,  for  the  most 
part,  society  today  justifies  the  existence  of  the  retailer 
from  an  economic  standpoint. 

Economic  justification  for  the  existence  of  retailers 
came  much  earlier  than  did  social  recognition,  the  former 
being  quite  well  accepted  by  the  beginning  of  the  last  cen- 
tury while  the  latter  can  only  be  said  to  have  come  into 
being  in  the  last  generation.  This  applies,  for  the  most 
part,  to  the  United  States  and  some  parts  of  England, 
Germany  and  France,  since  the  rest  of  the  world  with- 
holds social  recognition  from  the  retailer  even  at  the 
present  time. 

Why  has  society  held  a  depreciated  idea  of  the  retailer 
socially  when  he  was  contemporaneously  held  as  a  vital 
economic  factor  in  production?  This  has  been  true  be- 
cause of  the  methods  employed  by  retailers  and  because 
of  a  vicious  economic  fallacy  regarding  the  nature  of  ex- 
change. 

The  old  methods  of  retailing  merchandise  followed 
the  principle  of  "  charging  what  the  traffic  would  bear," 
asking  different  prices  for  the  same  article  from 


1.  e., 


different  customers.  Today  this  system  is  common  in 
some  parts  of  Europe  and  Asia  and  partially  accounts  for 
the  social  position  of  the  shopkeeper.  Buying  under 
this  system  developed  into  a  struggle  between  seller  and 
buyer.  The  two  parties  were  antagonists.  The  buyer 
was  forced  to  be  on  the  qui  vive  at  all  times  in  order  to 
get  the  best  of  the  bargain,  or,  If  this  was  Impossible,  as 
it  usually  was,  then  it  devolved  upon  the  customer  to  ac- 
quire the  goods  at  the  least  loss  to  himself.     Such  meth- 


12  RETAIL   SALESMANSHIP 

ods  capitalized  the  weaknesses  of  the  buyers  to  the  gain 
of  the  sellers.  The  necessaries  of  life  could  only  be  ex- 
tracted at  a  fair  price  from  these  vendors  by  means  of 
shrewdness,  cajolery,  threats  and  higgling.  It  was  only 
natural  that  society  held  no  honored  place  for  producers 
who  secured  a  living  by  taking  advantage  of  the  weaker 
bargaining  ability  of  others. 

The  second  reason  for  this  social  attitude  toward  re- 
tailers was  the  existence,  in  both  the  minds  of  traders  and 
customers,  of  a  false  idea  of  the  meaning  of  exchange. 
It  was  commonly  held  until  the  last  century  that  only 
one  party  to  an  exchange  could  be  benefited  thereby-— 
that  one  party  of  necessity  must  be  the  loser.  This 
theory  led  to  the  practice  described  heretofore.  ^  Each 
party  endeavored  to  be  the  winner  at  any  odds,  since  it 
was  the  belief  there  could  be  only  one. 

Economists  gave  to  the  retailer  justification  for  his 
economic  existence,  but  it  took  many  sturdy  pioneers  in 
retail  merchandising  to  place  the  retailer  of  the  United 
States  on  the  high  social  level  where  he  deserves  to  be, 
and  which  he  is  fast  attaining.  One  creator  of  the  new 
era  in  retail  merchandising  was  John  Wanamaker  who 
in  1876  adopted  the  "one  price"  system  in  his  large 
store  the  "  Grand  Depot  "  in  Philadelphia,  and  thereby 
helped  to  overthrow  the  earlier  practice  of  ''  bargaining  " 
and  the  vicious  economic  fallacy  that  supported  it. 

Not  only  this.  He  instituted  other  new  merchandising 
methods  which,  together  with  progressive  methods  used 
by  merchants  in  other  parts  of  the  country,  were  to  revo- 
lutionize retailing  in  the  United  States  and  abroad,  just 
as  much  as  production  in  this  country  was  given  a  great 
impetus  by  the  industrial  revolution  in  England. 


MODERN   DEVELOPMENTS 


13 


In  the  first  place,  no  customer  was  to  be  strongly  urged 
to  buy.  This  meant  the  elimination  of  the  "  barker  " 
who  was  then  a  familiar  sight  on  the  sidewalk  before 
every  retail  store,  and  it  also  meant  discontinuance  of 
the  custom  among  salespeople  to  "  load "  a  customer 
with  as  much  goods  as  possible  before  she  could  get  out 
of  the  store. 

In  the  second  place,  the  goods  were  what  they  were 
represented  —  they  were  genuine.  Seconds  were  marked 
seconds  even  if  they  were  not  obviously  recognized  as 
such.  Caveat  emptor  had  received  its  first  severe  blow. 
The  burden  of  recognizing  deceit  was  no  longer  thrown 
onto  the  shoulders  of  the  customer.  She  did  not  have 
to  be  on  her  guard,  hence  "  shopping  "  became  somewhat 
of  a  pleasure  where  it  had  formerly  been  a  combat  to  be 
dreaded  for  its  possible  consequences. 

In  the  third  place,  money  would  be  returned  if  cus- 
tomers were  dissatisfied.  Competitors  of  John  Wana- 
maker predicted  that  if  all  other  innovations  failed  to 
bring  about  defeat,  this  particular  policy  would  bring 
disaster.  '*  The  public  will  swindle  your  eyes  out,"  they 
said,  believing  the  public  dishonest  and  unfair.  Need- 
less to  say,  the  public  met  this  declaration  of  confidence 
in  its  integrity  with  a  high  resolve  to  be  worthy  of  it,  and 
the  success  of  this  policy  has  been  demonstrated  by  its 
wide  adoption  since  that  time. 

In  the  fourth  place,  honorable  relations  must  at  all 
times  exist  between  buyer  and  seller  regardless  of  the 
economic  or  social  status  of  the  former.  War  between 
the  two  was  at  an  end.  Henceforth,  it  became  the  func- 
tion of  the  retailer  to  cooperate  with  the  customer  in 
securing  to  the  latter  goods  at  a  fair  price  rather  than 


H 


RETAIL   SALESMANSHIP 


competing  with  her  with  the  aim  of  trying  to  get  the  best 
of  her.  The  interests  of  buyer  and  seller  were  recog- 
nized as  mutual. 

The  struggle  that  this  and  other  advocates  of  the  new 
philosophy  of  retail  merchandising  underwent  with  their 
competitors  is  a  story  in  and  of  itself.     Mankind  has 
always  scoffed  at  the  inventor,  whether  of  things  or  ideas, 
and  men  in  1876  were  no  exce{ition.     Some  merchants 
even  attempted  to  pass  laws  to  eliminate  what  they  con- 
sidered "unfair'*  competition;  as  the  progress  of  others 
in  all  ages  has  appeared  *'  unfair  "  to  those  less  capable 
of  achievement.     Similar  indeed  was  the  attitude  of  tex- 
tile workers  towards  the  introduction  of  power  looms 
in  England  during  the  industrial  revolution,  when  the 
new  power  machinery  was   smashed   and   factories   de- 
stroyed.    But  like  all  revolutions  that  introduce  better 
and  more  efficient  methods  of  producing  wealth,  the  in- 
dustrial and  retail  revolutions  were  productive  of  perma- 
nent results.     No  one  thinks  of  the  far-reaching  effects 
of  the  present  methods  of  retailing  because  they  have 
become  common,  but  to  these  must  be  attributed  the  pres- 
ent social  status  of  the  retailer.     Confidence  of  the  pub- 
lic in  those  with  whom  they  have  business  dealings  is 
necessarily  a  plant  of  slow  growth,  not  only  because  of 
tradition  but  because  of  the  frailty  of  human  nature. 
Steady  observance  of  the  methods  adopted  by  Wana- 
maker.  Field  and  other  progressive  merchants  is  the  only 
sure  means  of  securing  efficient  merchandising  from  the 
standpoint  not  only  of  the  public  but  the  merchant  as 
well,  besides  placing  retailing  on  a  social  equality  with 
the  other  professions. 

In  this  revolution  of  retailing  methods  some  people 
have  seen  a  new  control  established  which  the  facts  do  not 


MODERN   DEVELOPMENTS 


15 


justify.  It  is  the  belief  of  many  that  competition  has 
miserably  failed  as  a  selective  and  controlling  factor  in 
retail  merchandising  and  must  be  replaced  by  coopera- 
tion. Nothing  that  has  transpired  in  this  field  would 
warrant  such  an  assumption.  Cooperation  has  not  dis- 
placed competition;  it  has  merely  supplemented  it. 
Recognition  on  the  part  of  retailers  of  certain  vital  char- 
acteristics of  human  nature,  and  the  energy  of  leaders  to 
enforce  this  recognition  on  others,  have  raised  the  plane 
of  competition  and  placed  it  on  a  new  level.  Standards 
of  competition  are  now  elevated  and  hedged  about  with 
new  rules  which  are  enforced  hy  competition.  Thus  it 
has  always  been.  New  Ideas  compete  with  old  ones  and 
displace  them,  and  are  maintained  by  the  energy  liber- 
ated  by  their  own  activity.  More  and  more  the  leaders 
in  the  field  of  retailing  are  recognizing  the  newer  and 
more  far-reaching  demands  of  the  public.  Merchants 
are  realizing  that  consumers  are  demanding  experts  in 
retailing  who  know  their  goods,  understand  in  what  situ- 
ations they  have  the  greatest  utility  and  when  they  are  the 
most  effective.  In  other  words,  progressives  in  merchan- 
dising methods  are  objective  thinkers  and  are  endeavor- 
ing to  give  the  service  such  as  a  higher  educated  public 
is  requiring.  Methods  and  policies  adequate  to  meet  the 
new  requirements  will  become  the  possession  of  a  few, 
and  public  opinion  will  enforce  the  ideas  of  the  few  on 
the  many  who  serve  the  public  in  the  capacity  of  retail 
merchants.  What  many  of  these  new  requirements  are 
will  be  taken  up  In  the  following  pages. 

Not  only  has  the  attitude  of  retailers  toward  custom- 
ers changed  in  the  last  generation,  but  almost  within  the 
last  decade,  In  the  larger  towns,  retailers  have  changed 


i6 


RETAIL   SALESMANSHIP 


MODERN   DEVELOPMENTS 


17 


their  attitude  toward  the  community  itself;  and  this 
change  in  attitude,  which  is  rapidly  percolating  into  the 
smaller  towns  as  well,  is  pregnant  with  a  new  life  and 
energy  for  American  communities  that  cannot  be  over- 
estimated in  its  influence  on  our  national  life. 

From  their  very  origin,  our  communities  have  been 
individualistic  in  character.  That  such  should  be  true 
cannot  be  considered  strange  when  it  is  realized  that 
many  of  the  towns  in  the  Middle  West  are  of  still  recent 
origin  and  contain  pioneers  or  their  children  who  have 
succeeded  in  creating  a  new  world  from  the  bare  land 
itself.  All  the  characteristics  of  self-sufficiency  found 
in  these  world  builders  are  reflected  in  the  worlds  they 
have  built.  Each  citizen  has  tended  more  or  less  to  live 
unto  himself.  Each  retailer  has  had  a  conception  of  his 
business  as  a  unit  separate  from  that  of  his  competitor 
and  from  the  town  that  included  both.  The  theory  of 
wealth-getting  in  retailing  was  known  to  all  and  well 
practiced.  In  short,  it  amounts  to  this :  "  Anything 
that  helps  my  competitor  injures  me,  and  anything  that 
helps  me  injures  my  competitor." 

According  to  this  policy,  if  one  store  was  more  up-to- 
date,  had  better  salespeople  and  a  better  organization 
than  another,  this  store  would  gain  by  maintaining  such 
a  situation.  Hence,  if  new  methods  of  store  accounting, 
or  ideas  to  further  better  selling,  advertising  or  window 
decorating,  became  known  to  one  merchant,  he  was  care- 
ful to  profit  by  them  and  keep  them  secret.  Each  re- 
tailer believed  that  he  could  progress  further  the  more 
backward  his  competitors  remained.  Each  merchant 
tried  to  climb  to  success  over  the  dead  body  of  his  op- 
ponent. 

Many  examples  could  be  given  illustrating  to  what 


extreme  lengths  this  practice  has  been  carried  in  the  Mid- 
dle West.  Merchants  have  closely  guarded  their  meth- 
ods of  doing  business,  their  prices  (wherever  possible), 
their  overhead  expenses,  gross  sales,  methods  of  account- 
ing, etc.;  competitors  have  "  knocked"  each  other  to  cus- 
tomers and  friends;  enemies  have  been  developed  among 
unsuspecting  third  parties;  school-boards  and  town  offi- 
cials have  been  influenced,  and,  sad  to  relate,  even  the 
church  in  some  cases  has  become  involved.  Only  to  one 
who  has  made  a  study  of  many  small  communities  can  the 
results  coming  from  this  theory  of  doing  retail  business 
have  its  full  meaning. 

That  such  practices  are  as  foolish  and  the  theory  back 
of  them  as  fallacious  as  the  theories  and  practices  of  mer- 
chants prior  to  1876,  no  one  after  a  little  thought  will 
deny.  The  practice  resulting  from  the  belief  that  the 
backwardness  of  one  merchant  was  beneficial  to  other 
merchants  has  meant  much  loss  to  the  retailers  who  be- 
lieved it,  to  others  less  guilty  and,  most  of  all,  to  the 
welfare  of  the  community  itself. 

This  was  necessarily  true  because  little  community 
progress  could  result  without  healthy  business  activity  and 
the  latter  was  fatally  throttled  at  its  very  inception  by  a 
policy  that  effectively  maintained  and  aided  retail  ineffi- 
ciency. Towns  received  the  reputation  of  being  ''  dead  " 
and  the  existence  of  even  one  progressive  retailer  in  each 
line  could  not  successfully  change  public  opinion.  Peo- 
ple from  the  surrounding  country  likely  as  not  got  into 
the  unprogressive  stores,  were  not  treated  kindly  or  failed 
to  find  the  goods  they  desired  and  went  over  to  the  mail 
order  house  where  courtesy  is  a  slogan  and  variety  of 
goods  and  reasonable  price  a  reality.  Thus  trade  left 
town  and  failed  to  come  into  town  because  of  a  false 


i8 


RETAIL   SALESMANSHIP 


theory  regarding  the  relation  of  the  retailer  to  his  com- 
petitors and  the  community. 

A  new  realization  of  the  retailer's  function  in  the 
community  is  rapidly  being  realized.  This  is  evidenced 
by  the  number  of  so-called  community  clubs  that  are  now 
being  organized,  where  formerly  the  commercial  club 
seemed  to  be  considered  adequate  to  deal  with  business 
problems.  The  former  organizations  are  attempting  to 
promulgate  new  methods  of  merchandising  among  back- 
ward merchants  in  the  community;  to  study  defective 
business  methods  in  use  and  gather  information  as  to  their 
remedy;  to  conduct  short  courses  for  business  men  where 
so-called  business  '*  secrets  ''  can  become  the  property  of 
all  and  where  experts  in  merchandising  can  tell  practition- 
ers what  they  know;  and  finally  to  place  the  farmer  on  the 
same  basis  as  the  business  man  and  make  him  realize 
that  he  is  a  part  of  the  community  and  not  outside  of  it. 
In  these  meetings  competitors  rub  elbows,  gather  infor- 
mation that  is  mutually  helpful  and  learn  to  know  one 
another  as  men  —  not  as  enemies  (competitors). 

Through  such  and  similar  efforts  the  old  business  fal- 
lacies are  being  relegated  to  the  background.  It  is  being 
realized  that  a  policy  which  helps  to  keep  any  producers 
in  the  community  in  a  backward  position  is  injuring  the 
community,  and  that  anything  that  injures  the  community 
is,  in  the  long  run,  a  bad  thing  for  every  one,  notwith- 
standing the  fact  that  some  merchants  may  possibly  be 
immediately  benefited.  The  community  view  has  been 
broadened,  and  the  business  view  has  had  to  develop  itself 
contemporaneously. 

This  widening  of  business  vision,  this  endeavor  of  re- 
tailers to  cooperate  in  order  to  raise  the  plane  of  compe- 
tition, is  a  development  that  is  going  on  at  the  present 


MODERN   DEVELOPMENTS 


19 


time.  Only  the  more  progressive  towns  in  the  more 
progressive  states  have  been  affected,  but  the  movement 
must  eventually  become  universal,  resulting  in  a  new  life 
for  our  towns  and  a  rejuvenation  of  our  country  districts. 

THE   MODERN    EFFICIENCY   MOVEMENT 

As  already  indicated,  much  has  been  done  in  the  last 
one  hundred  and  fifty  years  to  develop  machine  processes. 
In  fact  it  is  no  exaggeration  to  say  that  more  has  been 
done  in  the  last  century  and  a  half  in  the  development  of 
machine  production  than  was  done  in  the  previous  seven 
thousand  years.  Progress  has  been  made  in  this  field  be- 
cause effort  has  continuously  been  directed  toward  this 
direction,  and  it  is  well  that  this  has  been  done.  Never- 
theless, the  struggle  to  perfect  machinery  in  manufactur- 
ing, agriculture,  mining  and  transportation,  has  tended  to 
overemphasize  the  mechanical  element  in  industry  as 
compared  to  another  element  not  so  tangible  but  equally 
important.     This  element  is  human  nature. 

Only  within  the  last  two  decades  has  anything  of  im- 
portance been  done  toward  the  development  of  this  vast 
field,  and  as  yet  only  a  beginning  has  been  made.  Yet 
from  the  results  already  accomplished  it  may  not  be  too 
much  to  say  that  with  a  century  and  a  half  of  irrigation 
and  development  this  field  will  exhibit  possibilities  as  yet 
undreamed  of.  At  any  rate,  no  matter  what  the  future 
may  hold  in  store  for  those  industries  developing  and  re- 
fining human  processes,  what  has  already  been  done  is 
most  worthy  of  notice.  In  this  brief  discussion  space 
permits  mention  of  only  three  of  the  most  prominent 
achievements  in.  age-old  occupations. 

Bricklaying,  every  one  will  concede,  is  one  of  the  oldest 
occupations.     The  earliest  buildings  were  made  of  brick, 


20 


RETAIL   SALESMANSHIP 


MODERN   DEVELOPMENTS 


21 


and  pictures  of  bricklaying  are  found  in  the  ruins  of 
Egypt.  To  set  about  improving  the  human  processes  in 
this  field  seemed  a  waste  of  time  to  many  people,  and  es- 
pecially to  the  bricklayers  themselves  who  had  learned 
to  lay  brick  as  tradition  dictated.  It  had  been  done  in 
a  certain  way  for  many  centuries  so  why  should  a  change 
be  made,  said  the  workers.  In  reality  this  reason,  al- 
though it  sounded  plausible  to  some,  was  no  reason  at 
all.  Yet  this  kind  of  argument  has  always  prevented 
change  and  hindered  progress  and  at  present  is  the  great- 
est foe  to  the  improvement  of  human  processes.  As 
workers  have  always  opposed  the  introduction  of  machine 
processes,  so  they  have  always  opposed  the  changing  of 
human  processes;  and  progress  has  only  been  effected 
in  some  countries  because  the  leaders  have  been  open- 
minded  enough  to  give  new  ideas  a  trial.  Wherever 
these  trials  have  been  rewarded  with  success  the  masses 
have  reluctantly  adopted  the  new  methods  on  being  con- 
vinced of  their  desirability;  but  obviously  in  those  coun- 
tries where  new  ideas  will  not  be  put  on  trial  no  adoption 
of  them  can  ever  come.     In  such  a  condition  is  China. 

Notwithstanding  the  opposition  of  the  bricklayers, 
bricklaying  underwent  an  intensive  study.  The  laying 
of  bricks  was  watched  by  keen  observers  and  was  de- 
liberated on  as  intently  as  any  subtle  ideas  in  religion  or 
philosophy  have  been.  To  make  a  long  story  short,  it 
was  found  that  in  laying  one  brick  an  average  of  sixteen 
movements  were  made.  Using  the  more  skilled  and  in- 
telligent workmen  as  subjects  for  experiments,  it  was 
found  that  the  average  number  of  movements  in  laying 
one  brick  could  be  reduced  to  five  —  an  increase  in  effi- 
ciency of  over  three  hundred  per  cent. 

To  many  it  would  seem  that  this  remarkable  achieve- 


i 


,;i 


-1 


ment  would  immediately  revolutionize  bricklaying  in 
the  United  States.  Unfortunately,  because  of  mankind's 
tendency  to  persist  in  doing  things  as  they  have  been  ac- 
customed to  do  them,  such  is  not  the  case.  Gradually, 
however,  this  improvement  in  human  process  will  widen 
its  influence  and  set  the  standards  for  bricklaying. 

When  this  much  desired  consummation  is  a  fact  the 
significance  of  its  effects  can  scarcely  be  estimated.     If 
brick  buildings  can  be  built  at  one-half  or  even  one-third 
of  the  former  labor  cost,  the  price  of  such  buildings  must 
fall.     If  such  buildings  are  cheaper,  rents  fall,  overhead 
expenses  in  retail  stores  become  less,  hence  goods  can  be 
sold  at  a  lower  price.     Consumers  (and  all  people  are 
consumers,  including  the  bricklayers  themselves)   would 
benefit  by  such  a  change  in  hand  processes,  while  the 
probabilities   are   that   the   wages   of  bricklayers   would 
be  higher.     This  seems  likely  because  those  bricklayers 
capable  of  organizing  their  work  on  the  basis  of  the 
new  processes  would  be  limited  in  supply  but  greatly  in 
demand.     Those  bricklayers  who  could  not  adapt  them- 
selves to  the  new  conditions  would  obviously  have  to 
seek  a  new  trade  for  which  they  were  better  adapted. 
This  necessity,  however,  could  result  in  only  temporary 
hardship,  since  their  productivity  in  work  for  which  they 
were  better  adapted  would  be  greater  and  hence  their 
wages  would  be  higher.     It  is  a  fundamental  principle  of 
economics  that  everybody  ultimately  benefits  because  of 
the  introduction  into  industry  or  commerce  of  labor  sav- 
ing processes.     Only  immediately  does  the  opposite  some- 
times appear  to  be  true. 

A  second  example  of  increasing  the  efficiency  of  the 
human  element  is  seen  in  the  experiments  conducted  by 
F.  W.  Taylor  among  the  pig  iron  carriers  at  the  Bethle- 


22 


RETAIL   SALESMANSHIP 


MODERN   DEVELOPMENTS 


23 


hem  Steel  Works.  The  work  of  these  laborers  consisted 
of  picking  up  iron  pigs  from  piles  and  carrying  them  to 
flat  cars  where  they  were  deposited  in  stacks.  Each  la- 
borer could  load  an  average  of  16  tons  per  day.  After 
three  years  of  observing  this  human  process  at  work,  Mr. 
Taylor  devised  more  scientific  handling  which  increased 
the  average  man's  carrying  capacity  per  day  to  40  tons. 
Formerly  the  laborers  received  $1.15  per  day,  while  after 
the  new  human  processes  were  worked  out  the  men  who 
would  follow  instructions  received  $1.85  per  day. 
Strange  to  say,  the  men  who  carried  40  tons  by  means  of 
the  new  scientific  methods  were  less  fatigued  at  the  end 
of  the  day's  work  than  formerly. 

How  such  startling  results  were  secured  can  be  ascer- 
tained elsewhere.^  In  passing,  it  may  be  said  that  rest 
periods  were  introduced  at  different  times  during  the  day 
so  that  bodily  energy  was  conserved  throughout  the  en- 
tire day's  work.  Several  important  studies  in  the  rela- 
tion of  work  to  fatigue  have  been  made,  an  investigation 
of  which  will  well  repay  those  interested  in  this  important 
phase  of  industrial  efficiency.  There  is  no  doubt  that 
this  field  has  been  little  more  than  touched  in  its  possibili- 
ties, especially  as  regards  retailing. 

The  third  illustration  of  effectively  altering  old  hand 
processes  in  order  to  secure  increased  efficiency  is  the 
work  of  shoveling.  Most  people  are  willing  to  admit 
that  if  such  an  apparently  simple  and  commonplace  op- 
eration as  shoveling  can  be  altered  along  scientific  lines, 
most  any  human  process  has  possibilities  for  development. 
It  is  to  impress  upon  the  reader  this  all  important  fact 
that  these  instances  of  scientific  development  are  given. 

By  experimenting  with  different  size  shovels  for  differ- 

1  F.  W.  Taylor  "  Principles  of  Scientific  Management." 


ent  kinds  of  material,  by  carefully  noting  the  results  se- 
cured in  throwing  the  shovel  load  different  distances,  as 
well  as  observing  the  manner  in  which  the  shovel  was 
handled,  the  efficiency  of  shovelers  was  increased  three 
hundred  per  cent.  A  full  account  of  the  manner  in  which 
these  experiments  were  conducted  and  the  results  ob- 
tained can  be  found  elsewhere.^  For  the  purposes  of  this 
lesson  enough  has  been  said  if  the  reader  realizes  the 
great  revolution  that  is  now  going  on  in  human  processes. 
That  great  opportunities  for  bettering  retail  selling 
methods  exist  everywhere,  very  few  observers  of  retail 
conditions  will  deny.  Yet  there  are  many  salespeople 
and  retailers  who  have  become  accustomed  to  certain 
ways  of  selling  goods  and  handling  customers,  which  are 
fundamentally  wrong,  but  which  are  fixed  in  operation  by 
habit  and  are  apparently  difficult  to  get  away  from.  The 
old  way  is  very  often  thought  to  be  the  best  way.  Expe- 
rience has  produced  certain  methods  that  have  brought 
fair  success  and  there  is  a  feeling  of  '*  let  well  enough 
alone." 

Needless  to  say,  if  old  methods  were  continuously  fol- 
lowed regardless  of  changing  conditions,  no  progress 
could  be  made.  Generation  after  generation  would  be- 
come fixed  in  their  thought,  and  mental  and  industrial 
stagnation  would  result.  The  hope  of  present  day  in- 
dustry and  commerce  is  that  the  leaders,  the  thinkers,  will 
make  a  careful  study  of  present  day  retail  selling  methods 
and  change  their  old  ways  of  doing  things  whenever  these 
old  ways  are  found  to  be  defective  or  inferior  to  new 
methods  in  getting  results.  The  slogan  of  the  business 
world  is,  "get  results,"  and  if  the  methods  described 
in  this  book  are  tried  and  found  to  be  the  **  result-getting 
1  Ibid. 


24 


RETAIL   SALESMANSHIP 


kind,"  their  justification  will  be  assured.  It  is  only  fair 
to  them  to  say  that  they  have  already  been  through  the 
crucible  of  experiment  and  from  practical  application  have 
been  found  to  be  conducive  to  increased  efficiency  in  sell- 
ing. Many  large  stores  have  put  the  ideas  herein  de- 
scribed into  practice  and  are  realizing  increased  sales 
therefrom. 

The  mechanics  of  retail  stores  has  been  well  advanced; 
methods  of  window  display,  lighting,  heating,  store  ar- 
rangement, fixtures  and  all  other  details  of  the  store 
equipment  have  been  given  a  great  deal  of  careful  thought 
looking  toward  greater  efficiency,  and  they  have  reaped 
big  returns.  As  yet,  little  has  been  done  with  the  human 
element,  the  salesperson;  and  it  is  with  the  hope  of  stimu- 
lating interest  and  pointing  out  methods  of  betterment 
in  this  important  field  that  this  book  on  salesmanship  is 
offered  to  the  public. 


i 


CHAPTER  II 
KNOWING  THE  GOODS 

The  present  revolution  in  retailing  is  the  substitution 
of  experts  for  inexperts  behind  the  counter.  Specializa- 
tion, spoken  of  in  the  previous  chapter,  is  of  little  value 
to  society  unless  expcrtness  results  wherever  it  is  prac- 
ticed. Especially  in  the  department  store  is  specializa- 
tion carried  to  a  fine  degree.  Salespeople  sell  only  in  one 
department;  they  handle  at  the  most  only  a  few  lines  of 
goods;  they  have  the  opportunity  to  know  all  about  the 
things  that  they  are  handling  every  day.  If  they  are 
inexpert,  society  has  lost  because  of  the  opportunity  that 
has  not  been  utilized. 

Not  only  because  of  the  opportunity  offered  for  special- 
ization should  salespeople  be  experts.  Another  reason 
is  the  ever  increasing  complexity  of  goods  as  regards 
their  quality  and  construction.  Not  long  ago  it  was  pos- 
sible for  the  customer  to  be  an  expert  buyer  and  hence 
there  was  no  great  necessity  to  have  expert  sellers.  With 
the  manufacture  of  numberless  products  and  substitutes 
unheard  of  a  few  years  ago,  together  with  trade  names 
whose  number  is  legion,  the  possibility  of  the  customer 
knowing  what  is  in  the  goods  and  how  they  are  made  is 
fast  disappearing.  Many  examples  to  illustrate  this  fact 
could  be  given.  One  case  is  that  of  congoleum.  The 
name  does  not  describe  the  goods  and  the  makeup  of  the 
latter  is  unknown  to  many  people.     That  it  is  merely  tar 

25 


26 


RETAIL   SALESMANSHIP 


paper  painted  on  both  sides,  some  customers  would  be  sur- 
prised to  know.  Yet  knowledge  of  this  fact  would  not 
reduce  sales,  because  the  wearing  qualities  of  this  product 
are  well  known.  Linoleum  is  now  made  with  cork,  wood 
fiber  or  rag  fiber  filling.  Yet  linoleum  is  only  linoleum  to 
some  customers.  Again,  fiber  silks  are  becoming  so  nu- 
merous and  are  made  up  in  so  many  kinds  of  goods  that 
the  customer  is  lost  in  the  rapidity  of  change  and  the  com- 
plexity of  construction.  Leathers  can  only  be  distin- 
guished by  an  expert  and  that  expert  cannot  be  the  aver- 
age customer.  More  and  more  the  latter  is  seeking  out 
those  stores  where  she  can  trust  the  salespeople  to  know 
what  they  are  selling.  If  neither  the  salesperson  nor  the 
customer  know  the  composition  of  the  goods  much  op- 
portunity for  dissatisfaction  arises.  It  is  to  prevent  dis- 
satisfaction that  expertness  in  selling  is  advocated. 

Not  only  do  changing  conditions  make  it  imperative 
that  the  salesperson  become  an  expert  in  her  field,  but 
they  likewise  make  it  necessary  for  the  salesperson  to  be 
an  adviser.  The  stores  that  can  give  expert  advice  are 
the  stores  that  will  have  a  big  following  in  the  future. 
As  an  example  of  the  need  for  this  service  is  a  case  called 
to  the  attention  of  the  writer  a  short  time  ago  in  a  men's 
furnishings  store.  The  salesperson  tactfully  explained  to 
a  well  dressed  young  man  the  correct  way  to  tie  a  four-in- 
hand  tie.  He  likewise  explained  how  to  match  ties  with 
shirts  and  shirts  with  suits.  The  advice  was  given  in 
such  a  clever  way  that  the  customer  was  delighted  with 
his  purchase  because  he  knew  why  it  was  sold  him,  while 
his  respect  for  the  store  was  distinctly  heightened. 

Willingness  to  advise  should  never  exist  without  abil- 
ity to  advise,  as  is  indicated  by  the  case  of  the  inexpert 
salesperson  who  offered  a  stout  woman  a  shirtwaist  with 


KNOWING  THE   GOODS 


27 


horizontal  stripes.  If  expert  advice  had  been  given  to 
customers,  many  of  the  absurdities  in  dress  and  clash  of 
color  designs  which  are  seen  on  the  streets  every  day 
would  not  be  in  evidence.  A  study  of  harmony  of  colors 
and  fitness  of  dress  to  different  personalities  would  not 
only  yield  big  returns  to  the  salespeople  making  it,  but 
it  would  yield  a  pleasure  of  accomplishment  the  value  of 
which  could  not  be  accurately  measured  in  terms  of  money. 
Not  only  does  dress  offer  a  large  field  for  such  a  study 
but  also  household  decoration  and  other  lines. 

The  first  step  toward  becoming  an  expert  in  retail 
selling  is  knowledge  of  the  goods.  This  knowledge  is 
necessary  for  four  reasons,  the  chief  of  which  has  for  the 
most  part  been  overlooked  in  the  books  on  retail  sales- 
manship and  in  retail  store  educational  work.  It  is  a 
purely  selfish  reason,  which  fact  may  be  in  its  favor 
since  most  of  our  actions  are  based  on  selfish  motives. 
The  first  reason  why  a  salesperson  should  know  all  about 
the  goods  is  because  such  knowledge  takes  the  drudgery 
out  of  work.  So  long  as  work  is  irksome  and  monoton- 
ous little  progress  can  be  made.  The  most  successful  in 
any  field  of  endeavor  are  those  who  have  the  ability  to 
make  their  work  play;  those  who  see  the  significance  of 
their  work  in  present  day  industry;  salespeople  who  love 
their  goods  because  they  know  their  history  and  the  dif- 
ficulties experienced  in  getting  them  before  the  public. 
To  know  about  anything  worth  while  is  to  become  en- 
thusiastic about  it.  Enthusiasm  is  the  white  heat  of  con- 
viction and  without  it  the  customer  cannot  be  convinced. 
Selling  without  enthusiasm  is  selling  under  a  handicap. 
Yet  this  invaluable  quality  of  salespeople  can  only  be 
secured  through  knowing  all  about  the  goods  they  are 
handling. 


28 


RETAIL   SALESMANSHIP 


KNOWING   THE   GOODS 


29 


No  one  ever  became  enthusiastic  about  something  re- 
garding  which   little    or   nothing   was    known.     Is    the 
reader  enthusiastic  about  Persia?     Certainly  not  unless 
its    wonderful    accomplishments    and    achievements    are 
fully  realized.     To  what  extent  is  one  enthusiastic  about 
the  great  Theodore  Roosevelt  ?     Only  to  the  degree  that 
one  knows  him  from  reading  his  books  or  reading  about 
him.     The  reading  of  his  biography  would  make  most 
people  enthusiastic  for  this  typical  American.     Does  one's 
heart  beat  a  little  faster  when  the  Stars  and  Stripes  are 
unfurled?     Not  unless  It  is  known  for  what  this  emblem 
stands  and  to  what  victories  it  has  led  our  troops.     One 
who  has  read  United  States  history  usually  has  a  much 
more  intense  interest  In  the  United  States. 

Not  only  does  what  has  been  said  apply  to  countries 
and  men,  but  it  applies  equally  to  commodities  for  sale. 
Is  the  salesperson  vitally  interested  in  the  beautiful  silks 
that  she  is  handling  every  day?     She  is  interested  only 
to  the  extent  of  her  knowledge.     To  know  how  silk  was 
first^  produced  by  the  Chinese  and  the  secret  of  its  pro- 
duction kept  from  western  Europe  for  five  thousand  years; 
how  Justinian,  Emperor  of  Rome,  Induced  two  monks  to 
go  to  China  and  while  there,  under  penalty  of  death  If 
their  purpose  became  known,   ascertain  the  process  of 
making  silk  and  bring  back  In  their  hollow  bamboo  canes 
several  hundred  of  the  silk-worm  eggs;  how  these  eggs 
stolen  from  the  Chinese  were  the  beginning  of  the  silk  in- 
dustry In  Europe;  and  how  later  the  United  States  learned 
all  that  Europe  knew  about  producing  silks  and  improved 
upon  them,  becoming  at  present  the  greatest  producer 
of  silks  in  the  world;  to  know  all  this  fascinating  history 
and  much  more  is  to  create  a  foundation  for  Interest  in 
what  one  is  selling  that  will  later  develop  into  enthusi- 


asm and  become  the  background  of  a  convincing  sales- 
talk. 

Or,  in  selling  corsets,  it  might  be  interesting  to  know 
that  this  piece  of  wearing  apparel  was  known  and  in  use 
as  far  back  as  the  time  of  Cleopatra  (69-30  B.  c),  while 
even  in  Homer's  time  woman  had  begun  to  learn  the 
art  of  emphasizing  the  pleasing  outlines  of  her  figure; 
that  after  Caesar's  time  (100-44  B.C.)   for  twelve  cen- 
turies the  evolution  of  the  corset  lagged,  only  a  sort  of 
tightly  wound  bandage  being  used;  that  in  the  12th  Cen- 
tury, under  the  reign  of  Louis  VI  of  France,  the  "  natural 
figure  "   notion  was  discarded   and  an  arrangement  re- 
sembling the  modern  corset  appeared,  only  it  was  worn 
outside  the  dress;  that  during  the  next  three  centuries 
corset  wearing  became  such  a  fad  that  even  men  wore 
them;  that  in  the  15th  Century  wooden  corsets  came  into 
vogue  giving  the  wearer  a  tapering  appearance  from  the 
shoulders  to  the  waist;  that  during  the  reign  of  Catherine 
de  Medici  of  France,  no  woman  in  her  court  could  find 
favor  in  her  eyes  whose  waist  measure  exceeded  thirteen 
inches;  that  in  order  to  reduce  the  waist  measure  to  this 
figure  corsets  were  laced  by  serving  men  while  in  some 
cases  the  figure  was  placed  in  a  steel  cage  or  corset  frame 
which  held  the  victim's  body  in  a  vise-like  and  perfectly 
rigid   grip;   that   the   death  rate   Increased   among   the 
women  due  to  this  custom,  and  finally,  Henry  IV  of  France 
stamped  out  the  injurious  fashion  by  an  imperial  order. 
Nevertheless,  the  order  was  evaded  by  wearing  steels  in 
the  sides  of  dresses  and  after  the  death  of  Henry  IV  the 
practice  of  wearing  corsets  broke  out  In  real  earnest  and 
became   general   among  the   poorer   classes   as   well   as 
among  the  nobility  and  wealthy.     Fortunately  the  cor- 
set has  never  been  developed  back  into  such  extreme  lines 


-'  A-^c*  i.    *^.  J 


30 


RETAIL   SALESMANSHIP 


as  existed  during  the  reign  of  Catherine  de  Medici.  How 
It  has  changed  from  year  to  year  and  evolved  until  the 
present  time  is  interesting.  The  salesperson  who  sells 
anything,  no  matter  what  it  is,  and  does  not  know  its  his- 
tory, is  overlooking  one  of  the  most  vital  elements  in 
making  her  enthusiastic  over  what  she  is  daily  handling; 
and  such  ignorance  is  preventing  her  from  becoming  an 
expert  in  her  line. 

Every  article  has  a  history.  Shoes,  felt,  celluloid,  um- 
brellas, stockings,  hats,  pins,  shovels,  carpets,  furniture, 
stoves,  musical  instruments,  underwear,  jewelry,  station- 
ery, and  many  more  commodities  of  everyday  consump- 
tion have  a  story  connected  with  them.  Not  to  know 
this  story  is  to  be  an  isolated  link  in  the  chain  of  the 
productive  process.  But,  on  the  other  hand,  to  see  the 
past  of  an  article  is  often  the  only  clear  way  to  compre- 
hend its  present  and  future.  At  any  rate,  enthusiasm 
can  only  flourish  in  the  soil  of  knowledge,  and  the  history 
of  any  article  is  a  certain  kind  of  knowledge. 

Often  the  history  of  a  commodity  discloses  a  senti- 
mental value  which,  if  communicated  to  the  customer,  en- 
hances the  real  value  of  the  article.     For  instance,  the 
design  of  oriental  rugs  is  the  expression  of  some  senti- 
ment of  the  weaver.     To  know  the  nature  of  this  senti- 
ment is  to  see  something  in  the  rug  that  otherwise  would 
remain  unknown.     In  other  words,  it  is  a  different  rug 
after  its  design  has  been  explained  and  hence  it  is  more 
valuable.     If  the  rug  is  made  more  valuable,  customers 
will  more  readily  buy  and  be  willing  to  pay  higher  prices. 
It  must  be  remembered  that  customers  do  not  buy  goods; 
they  buy  qualities  —  what  they  see  in  goods.     Linens, 
tapestries,  furniture  and  many  other  articles  have  a  senti- 


KNOWING   THE   GOODS 


31 


mental  value.     This  value  should  be  capitalized  in  sales 

talks. 

The  second  reason  for  the  necessity  of  knowing  all 
about  the  goods  one  is  selling  is  that  such  knowledge 
creates  self-confidence  in  the  salesperson,  which  in  turn 
is  transmitted  to  the  customer  and  reflected  in  the  latter's 
confidence  in  the  salesperson  and  her  goods.  All  busi- 
ness relationships  are  based  on  confidence,  and  anything 
that  tends  to  build  up  this  invaluable  asset  should  be  en- 
couraged and  developed. 

Knowledge  necessary  to  attain  this  result  does  not  in- 
clude merely  the  history  and  sentimental  value  of  the 
goods  but  also  their  purpose,  construction,  style  and  fin- 
ish. With  all  this  information  in  the  background  of  one's 
mind,  a  certain  confidence  in  one's  ability  to  sell  is  se- 
cured that  instantly  is  reflected  in  the  salesperson's  atti- 
tude and  is  recognized  by  customers. 

On  asking  a  shoe  salesperson  why  she  did  not  know 
about  the  construction  of  shoes,  she  replied,  "  What's  the 
use?  Nobody  ever  asks  those  questions  anyway."  Un- 
fortunately this  attitude  among  salespeople  is  only  too 
common.  Thev  seem  to  think  that  because  no  one  asks 
for  this  knowledge  there  is  no  use  acquiring  it.  It  would 
be  just  as  sensible  to  say,  *'  What  is  the  value  of  being  well 
bred?  No  one  ever  asks  me  whether  I  am  or  not." 
The  point  is  that  people  know  whether  or  not  people  are 
well  bred  without  asking  them;  and  for  the  same  reason 
they  know  whether  a  salesperson  knows  all  about  her 
goods  or  whether  a  few  superficial  facts  constitute  her 
entire  knowledge.  And  why  do  people  know?  Because 
they  can  see.  A  salesperson  with  a  wide  knowledge  of 
her  goods  acts  differently  and  looks  differently  from  one 
with  a  superficial  knowledge.     Knowing  about  anything 


32 


RETAIL   SALESMANSHIP 


reacts  in  a  subtle  way  on  the  personality  and  leaves  its 
impress.  No  doubt  the  reader  has  sometimes  felt  while 
buymg  that  a  certain  salesperson  could  answer  any  ques- 
tion that  might  be  asked.  Perhaps  you  did  not  ask  more 
than  one  or  two  questions  and  perhaps  much  knowledge 
was  not  volunteered  because  It  was  felt  that  you  did  not 
desire  it,  but  the  point  to  be  noted  Is,  you  had  confidence 
In  the  salesperson  and  admired  her. 

Telling  all  that  one  knows  about  the  goods  is  not  sales- 
manship.    Salesmanship    is    telling    what    the    customer 
wants  to  know.     Anything  more  than  this  is  superfluous. 
The  salesperson  may  say,  "  How  can  one  tell  when  the 
customer  has  secured  all  she  wants  to  know?  "     The  an- 
swer is  by  watching  her  closely  for  signs  of  uneasiness. 
So  long  as  a  customer  is  Interested  she  shows  It,  and  when 
she  Is  not,  such  fact  Is  equally  evident.     It  should  be  re- 
membered that  many  a  sale  has  been  lost  because  of  too 
much  talk.     How  to  regulate  tht  length  of  one's  sales 
talk  to  meet  the  Individual  peculiarities  of  different  cus- 
tomers is  taken  up  more  fully  in  a  later  chapter.^ 

The  third  reason  why  a  salesperson  should  know  all 
about   the   goods   is   because   the   more   knowledge  pos- 
sessed, the  easier  it  is  to  give  information  if  It  is  called 
for.     Many  an  embarrassing  situation  never  would  have 
occurred  if  the  salesperson  had  known  her  goods,  while 
ill-will  toward  the  store  has  often  resulted  from  inability 
to  explain  the  "  why  "  of  the  merchandise.     Recently  a 
woman  came  into  a  dry  goods  store  and  picked  up  some 
piece  goods.     "  Is  this  all  linen?  "  she  asked.     ''  I  think 
it  is,"  replied  the  salesperson.      ''  Don't  you  know?  "  In- 
quired   the    customer,    irritably.     The    salesperson    had 
to  confess  her  Ignorance,  whereupon  the  customer  an- 

1  Chap.  V. 


KNOWING  THE   GOODS 


33 


grily  left  the  store.  This  one  instance  of  inefficiency  and 
Incapacity  to  sell  service  as  well  as  goods  lost  this  store 
three  customers,  this  lady  and  two  of  her  friends. 

Hundreds  of  cases  are  known  to  the  writer  where  dis- 
gusted and  dissatisfied  customers  have  been  manufactured 
by  stores  employing  salespeople  Ignorant  of  the  goods 
they  were  selling.  Suffice  it  to  give  an  Instance  or  two 
in  addition  to  the  one  already  given.  A  customer  was 
looking  at  two  pairs  of  gloves;  one  was  $2.00  the  other 
$2.50.  They  looked  so  much  alike  that  the  customer 
was  at  a  loss  to  know  the  reason  for  the  difference  in 
price,  and  since  the  salesperson  did  not  volunteer  this 
information  the  customer  inquired,  "  Why  Is  one  pair 
higher  priced  than  the  other?"  The  salesperson  did 
some  intensive  thinking  for  a  few  seconds,  while  resting 
first  on  one  foot  then  on  the  other.  Finally,  her  face 
lit  up  as  her  mind  conjured  a  reason,  and  she  answered, 
"  I  guess  It  is  because  they  are  marked  that  way."  Per- 
haps most  customers  should  have  been  satisfied  with  such 
a  logical  and  comprehensive  answer  but  this  customer  was 
not.  She  lost  confidence  in  the  store  and  even  went  so 
far  as  to  tell  her  friends  that  this  store  was  dishonest, 
that  It  was  selling  the  same  article  at  two  different  prices. 
The  loss  to  this  store  resulting  from  the  ignorance  of  the 
salesperson  would  easily  have  paid  for  a  liberal  course 
of  instruction  in  salesmanship  for  the  entire  store  force. 

The  writer  had  an  experience  similar  to  the  one  just 
noted  when  he  asked  a  piano  dealer  why  the  tone  of  a 
certain  piano  was  much  clearer  than  that  of  another  one. 
The  retailer  replied,  "That  piano  ought  to  be  better; 
it's  higher  priced."  He  did  not  tell  why  the  tone  was 
better.  The  price  evidently  could  not  make  the  tone,  but 
he  apparently  did  not  realize  that  all-important  fact. 


*ma-. 


34 


RETAIL   SALESMANSHIP 


KNOWING  THE   GOODS 


35 


I! 


I 

I! 


The  last  two  instances  brings  us  to  an  important  prin- 
ciple in  selling.  It  is  easier  to  sell  a  high  priced  article 
if  a  reason  is  given  for  the  pricey  than  it  is  to  sell  a  low 
priced  article  if  no  reason  for  the  price  is  given.  Many 
cases  could  be  given  to  substantiate  this  principle.  Peo- 
ple are  willing  to  pay  higher  prices  for  goods  if  they 
know  that  they  are  getting  greater  value.  Thus,  if  the 
salesperson  selling  gloves  had  explained  that  the  leather 
in  the  higher  priced  gloves  had  been  put  through  a  spe- 
cial process  of  tanning,  utilizing  eggs,  alum,  flour  and 
other  articles,  which  made  the  leather  more  flexible  and 
durable;  and  if  she  had  explained  that  they  were  hand 
sewed  instead  of  machine  stitched,  very  few  people  would 
have  hesitated  to  buy  the  higher  priced  article.  But 
without  a  reason  people  prefer  not  to  pay  high  prices. 

The  great  opportunity  today  in  most  stores  is  not  so 
much  to  sell  more  goods  to  each  person,  or  to  secure 
more  customers,  but  it  is  to  sell  higher  priced  goods  to 
the  present  clientele.  A  larger  volume  of  sales  is  more 
desirable  from  the  store's  standpoint  than  is  a  greater 
number  of  sales,  while  from  the  standpoint  of  the  cus- 
tomer greater  satisfaction  usually  results  from  the  pur- 
chase of  more  durable  goods. 

That  this  is  true  becomes  apparent  after  a  little  re- 
flection. During  the  sale  the  price  looms  large  and  a 
high  grade  of  salesmanship  is  required  to  minimize  its 
importance  and  make  prominent  the  quality  element. 
But  unless  this  Is  done  immediate  peace  of  mind  is  pur- 
chased at  the  expense  of  future  satisfactions.  After  the 
merchandise  has  been  used  awhile  the  price  paid  loses 
its  significance,  and  other  factors  such  as  quality  and 
ability  to  serve  come  into  prominence.  If  the  merchan- 
dise is  satisfactory  in  every  way  the  customer  is  pleased 


and  the  price  is  forgotten.  But  if  the  goods  do  not  give 
satisfactory  service  they  are  condemned  and  the  store 
that  sold  them ;  and  in  this  case  also  the  price  is  a  matter 
of  the  past  and  does  not  figure  to  any  extent  in  tempering 
condemnation.  In  other  words,  if  an  article  satisfies  com- 
pletely a  customer's  needs  the  latter  will  not  reason  that 
it  is  doing  no  more  than  it  should  do  because  a  high 
price  was  paid  for  it.  She  will  praise  the  store  for  giving 
her  something  good.  On  the  other  hand,  if  an  article 
does  not  come  up  to  expectations  the  customer  will  not 
realize  that  the  price  paid  was  low.  She  will  condemn 
it  and  hold  ill  will  toward  the  store  that  sold  it.  Present 
satisfactions  are  more  vivid  than  the  former  feeling  of 
reluctance  to  pay  a  high  price,  while  present  dissatisfac- 
tions more  than  outweigh  any  peace  of  mind  that  may 
have  been  secured  previously  on  account  of  the  unformid- 
able  appearance  of  the  price  factor.  Lasting  satisfac- 
tions should  be  sold,  not  merely  immediate  composure. 

To  be  able  to  answer  all  questions  promptly,  concisely 
and  yet  thoroughly,  results  from  knowing  all  about  the 
goods.  Not  more  than  one  customer  in  ten  or  perhaps 
not  more  than  one  in  fifty  will  ask  intricate  questions 
about  construction,  etc.,  but  the  time  spent  in  acquiring 
knowledge  is  indeed  well  spent  if  it  enables  adequate  and 
satisfying  answers  to  be  given  to  those  who  do  call  for 
them.  For  it  must  always  be  remembered  that  it  is 
usually  not  only  one  customer  that  is  driven  away  when 
dissatisfaction  with  the  salesperson's  service  arises,  but 
often  many.  There  is  no  end  to  the  harm  that  may  re- 
sult from  the  lack  of  a  horseshoe  nail. 

The  fourth  reason  for  the  need  of  intimate  stock 
knowledge  is  to  provide  material  for  the  sales  talk  and 
especially  to  insure  "  clinchers  "  for  the  closing  of  the 


36 


RETAIL   SALESMANSHIP 


sale.  In  observing  retail  selling  the  writer  has  often  seen 
the  salesperson  reach  for  the  price  tag  and  then  lean  back 
waiting  for  the  customer  to  form  a  buying  judgment. 
Price  is  always  brought  to  the  front  when  selling  points 
,  are  lacking.  However,  if  salespeople  would  reflect  on 
the  reasons  for  the  failure  to  purchase  they  would  bump 
against  the  fact  that  price  means  nothing  in  and  of  itself. 
Only  when  reasons  for  price  are  given  is  the  statement 
of  price  effective. 

Likewise,  if  the  workings  of  the  human  mind  were  un- 
derstood much  of  the  present  laxity  would  disappear. 
The  human  mind  must  be  led  through  four  distinct  stages 
before  any  sale  can  be  made:  the  attention  of  the  cus- 
tomer must  be  secured,  her  interest  aroused,  a  desire  for 
the  article  created,  and  finally,  these  three  must  be  crys- 
tallized into  resolve  —  decision  to  buy.     When  the  goods 
are  first  shown  it  cannot  be  said  that  more  than  the  at- 
tention of  the  customer  has  been  secured.     Her  mind 
cannot  pass  through  the  three  remaining  stages  unless 
it  is  led  and  directed  through  them.     Merely  stating  the 
price  is  certainly  doing  no  more  than  to  arouse  some  in- 
terest in  the  article.     To  create  desire  and  secure  resolve 
to  buy  requires  a  selling  talk  carefully  worked  out  and 
cumulative   in   its   effect.     How   salespeople   expect   the 
human  mind  to  form  a  resolve  without  reasons  for  such 
a  resolve  is  one  of  the  mysteries  of  present  day  methods 
of  retail  selling.     "  Waiting  for  customers  to  buy  "  is 
too  common  a  practice  in  stores.     Perhaps  it  would  be 
more    accurate   to   say   that   customers   only   too   often 
"  wait  "  to  get  some  information  on  which  they  can  base 
a  logical  buying  judgment.     If  they  do  buy  without  re- 
ceiving this  information  it  is  usually  because  they  have 
sold  themselves,   i.  e.,  in  spite  of  the  salesperson.     In 


"-■— *^'^-^_- 


KNOWING   THE    GOODS 


37 


such  cases  the  store  employe  cannot  accurately  be  called 
a  salesperson  but  an  "  order-taker."  She  has  taken  an 
order  for  goods  which  the  customer  sorely  desired  (or 
they  would  not  have  been  purchased)  but  she  has  not  sold 
them.  Order-takers  are  relatively  common  and  there- 
fore command  only  low  wages,  while  salespeople  (i.  e., 
those  who  induce  or  persuade  people  to  buy  goods  because 
of  information  given)  are  scarce  and  therefore  are  ex- 
tremely valuable. 

Lack  of  knowledge  of  goods  is  often  evidenced  by  the 
excessive  use  of  certain  terms  such  as  "  nifty,"  "  swell," 
"  classy,"  "  great,"  "  fine,"  or  by  the  use  of  superlatives. 
Usually  these  are  thrown  at  the  buyer  of  ready-to-wear 
clothing.  Because  of  their  commonplace  character  and 
lack  of  definiteness  they  make  no  impression  on  the  cus- 
tomer unless  it  be  an  unfavorable  one.  Most  store  man- 
agers are  seeking  out  all  sorts  of  ways  of  making  their 
store  distinctive,  yet  strange  to  say  they  permit  the  use 
of  sales  language  that  has  unfortunately  become  universal 
in  its  usage  and  meaningless  in  its  application. 

The  use  of  such  terms  or  superlatives  not  only  indicates 
lack  of  definite  information  about  the  goods  but  it  also 
denotes  lack  of  a  vocabulary.  Where  this  is  the  case  a 
study  of  the  dictionary  will  produce  remarkable  results. 
Equivalents  of  common  terms  will  be  found  intelligible 
and  practical  for  use  in  sales  talks.  The  newness  and 
freshness  of  the  salesperson's  language  will  immediately 
attract  the  customer's  attention  and  convey  correctly  and 
forcefully  the  ideas  which  they  represent.  A  great  op- 
portunity for  increasing  selling  efficiency  lies  in  improv- 
ing the  vocabulary  of  the  sales  talk  and  discarding  dead 
words  that  have  long  since  ceased  to  convey  ideas.  To 
allow  these  formerly  useful  but  now  out-of-date  convey- 


38 


RETAIL   SALESMANSHIP 


f 


ances  of  ideas  to  persist  is  as  ridiculous  as  to  ride  in  ox- 
carts instead  of  in  automobiles.  Ideas  are  of  little  value 
unless  they  can  be  transmitted  vigorously  and  intelligibly 
to  the  customer.  Usually  a  broad  knowledge  of  the 
goods  will  provide  the  vocabulary  needed  for  an  effective 
selling  talk. 

A  final  reason  why  the  goods  should  be  described  care- 
fully and  thoroughly  (unless  the  customer  shows  impa- 
tience) is  because  people  do  not  see  what  they  look  af 
they  only  see  that  which  is  pointed  out  to  them.     There  is 
no  more  important  truth  applicable  to  retailing      The 
average  salesperson  takes  too  much  for  granted      It  is  as 
sumed  that  when  the  customer  is  looking  at  the  goods  the 
latter  sees  what  it  is  intended  she  should.     6nly  too  often 
this  IS  not  true.     The  customer  overlooks  the  important 
elements  of  value  that  the  salesperson  takes  for  granted 
are  obvious,  and  her  mind  rests  on  objections  that  prevent 
her  from  buying.     A  decision  is  made  independently  of 
the  salesperson  when  it  should  only  have  been  made  with 
ner  help. 

In  order  to  confirm  this  Important  principle,  the  writer 
has  carried  on  some  experiments  with  customers  in  order 
to  ascertain  the  number  and  strength  of  the  impressions 
made  on  them  when  looking  at  goods.     The  number  and 
strength  of  impressions  made  on  different  people  by  any 
article  varies  widely.     Some  people  are  keen  observers 
and  often  see  detail  that  escapes  the  view  of  others. 
Very  few  people,  perhaps  no  one,  sees  all  the  important 
aspects  of  anything  without  having  previously  studied  it 
or  without  having  them  pointed  out.     A  sunset  holds  a 
different  meaning  for  different  people  because  different 
things  are  seen  although  only  one  object  is  looked  at. 
Ihe  real  sunset  with  its  delicately  blending  tints  can 


KNOWING   THE    GOODS 


39 


never  be  seen  and  appreciated  by  some  people  without 
help  from  the  more  observant.  Looking  is  not  neces- 
sarily seeing.     Usually  it  is  not. 

The  writer  has  watched  a  salesperson  try  to  sell  a 
hammer.  The  hammer  was  described  as  being  "  good," 
"  an  excellent  value,'*  as  able  to  "  give  satisfaction,"  and 
as  being  greatly  "  in  demand."  It  seemed  superfluous 
to  the  salesperson  to  go  further.  The  customer  hesitated 
for  some  time  turning  the  hammer  over  in  his  hands, 
and  finally  left  the  store  with  the  statement,  "  I  guess  I'll 
see  about  this  later."  The  salesperson  when  asked  why 
he  did  not  describe  the  different  features  of  the  hammer, 
laughed  and  said,  "  What's  the  use  of  telling  him  what 
anybody  with  half  an  eye  can  see  ?  "  The  reply  that 
many  customers  only  had  "  quarter  eyes,"  apparently  did 
not  reach  him. 

Because  of  this  incident  the  writer  has  been  in  hun- 
dreds of  stores  observing  sales.  In  only  isolated  cases 
have  the  salespeople  realized  the  principle  that  people 
do  not  see  what  they  look  at.  The  features  of  goods  of 
all  kinds  (furniture,  clothing  or  kitchenware)  are  sup- 
posed to  speak  for  themselves.  Unfortunately  for  many 
salespeople  they  fail  to  do  this.  The  customer  sees 
something  other  than  the  salesperson  sees  or  wants  her 
to  see,  and  features  of  prime  Importance  go  unobserved. 

The  mail  order  houses  realize  this  principle  and  de- 
scribe carefully  even  the  smaller  and  more  insignificant 
goods.  Regarding  a  hammer,  one  company  describes 
seven  important  features:  "  Full  nickel  plated,  mahog- 
any finished  handles.  Forged  from  crucible  cast  steel. 
Faces  and  claws  are  tempered  just  right.  Claws  are 
split  to  a  fine  point.  Handles  are  made  of  selected  sec- 
ond growth  hickory,  put  In  with  iron  wedges  so  they  will 


40 


RETAIL   SALESMANSHIP 


KNOWING   THE    GOODS 


not  become  loose."  ^  The  writer  has  found  customers 
who  have  looked  at  hammers  that  had  these  features  but 
who  could  not  name  one  of  them.  Others  could  not  give 
more  than  two  or  three.  In  only  exceptional  cases  did 
all  the  seven  features  impress  themselves  upon  the  mind 
of  the  customer  and  only  then  because  the  latter  was  es- 
pecially acquainted  with  hammers. 

In  looking  at  hammers  in  hundreds  of  stores  not  one 
has  indicated  all  of  the  features  shown  by  the  mail  order 
catalogue  description.  Salespeople  take  it  for  granted 
that  if  a  handle  is  selected  second  growth  hickory,  cus- 
tomers will  know  it  even  though  it  is  mahogany  finished. 
Why  such  wisdom  should  be  imputed  to  the  average  cus- 
tomer it  is  difficult  to  see.  But  it  is  not  merely  the  hid- 
den points  about  an  article  that  customers  cannot  see;  it  is 
just  as  true  that  the  surface  features  often  leave  no  tan- 
gible impression  on  the  customer's  mind.  People  do  not 
see  that  the  "  claws  are  split  to  a  fine  point  "  until  they  are 
appraised  of  this  fact,  even  though  they  may  be  looking  at 
the  claws. 

What  is  here  said  respecting  a  simple  unpretentious  ob- 
ject like  a  hammer  applies  to  even  a  greater  extent  to 
larger  and  more  complicated  articles.  Yet  many  sales- 
people overlook  this  fact.  Men's  ready-to-wear  may 
have  many  features  that  would  make  it  appear  of  greater 
value  in  the  eyes  of  the  customer  if  these  were  brought 
to  his  attention,  but  which  might  as  well  not  exist  unless 
they  are.  The  mail  order  houses  Indicate  carefully  all 
the  more  important  details  of  each  garment,  and  with  the 
portrayal  of  each  feature  the  clothing  is  increased  in 
value  in  the  customer's  eyes. 

It  may  be  said  by  some  that  the  mail  order  houses 

1  Sears,  Roebuck  &  Co.,  Catalogue,  1918. 


41 


?■ 


must  describe  their  goods  carefully  and  thoroughly  be- 
cause they  cannot  exhibit  them,  therefore  their  situation 
cannot  be  compared  to  that  of  the  retailer  who  places  the 
goods  before  the  customer's  eyes.     The  answer  to  this 
is  that  goods  cannot  be  sold  unless  they  make  an  im- 
pression on  the  mind  of  the  customer.     In  some  cases  the 
retailer's  goods  actually  make  less  of  an  impression  on 
the  customer's  mind  than  articles  described  In  the  mall 
order  catalogue  "  so  one  can  almost  see  them,"  as  one 
woman  remarked.     She  might  also  have  said,  *'  and  feel 
them,"  as  indicated  by  the  following  taken  from  the  de- 
scription of  a  mail  order  house  mattress:     "This  mat- 
tress is  smooth,  even,  springy,  as  soft  and  buoyant  as  a 
feather  pillow.     Made  ,vlth  a  smooth,  even  surface,  no 
tufts  of  any  kind  being  used,  it  fits  itself  snugly  to  every 
curve  and  line  of  the  body.     You  do  not  rest  upon  the 
*  high  points  '  as  with  the  ordinary  mattress.     This  pro- 
vides absolute  relaxation  for  every  muscle  —  producing 
the  most  restful,  refreshing  sleep."  ^     Such  a  description 
that  makes  so  vivid  the  "  feel  "  of  the  mattress  takes  the 
place  to  a  large  extent  of  exhibiting  the  article  itself. 
People  somehow  think  that  they  know  the  article;  and 
they  do  know  it  in  a  very  important  sense  because  they 
have  rested  their  bodies  on  this  comfortable  mattress  — 
in  their  imagination.     But  people  have  to  do  things  in 
their  imagination  before  they  can  do  them  in  actuality. 
If  retail  stores  could  give  descriptions  of  this  caliber 
(the  kind  that  describes  the  article  giving  pleasure  to  the 
owner,  i.  e.,  the  kind  that  uses  Imagination)  and  at  the 
same  time  show  the  goods  In  actuality,  their  effectiveness 
in  selling  would  be  doubled.     The  mail  order  houses  of 
necessity  describe  their  goods  so  people  can  see  them; 
1  Ibid. 


42 


RETAIL   SALESMANSHIP 


but  is  it  not  just  as  necessary  for  the  retailers  to  be  certain 
that  the  customer  sees  the  features  that  they  are  anxious 
should  be  seen.  Salespeople  can  never  be  certain  that 
the  article  they  are  attempting  to  sell  is  really  seen  as  they 
want  it  to  be  seen,  without  working  out  descriptions  that 
will  call  the  customer's  attention  to  the  things  most  de- 
sirable to  be  noticed.  There  is  no  limit  to  the  possibili- 
ties in  this  direction.  The  salesperson  anxious  to  get 
results  can  use  effectively  the  principle  used  by  the  mail 
order  houses. 


CHAPTER  III 
KNOWING  THE  GOODS   {continued) 

Granting  all  that  has  been  said  is  true,  the  salesperson 
may  ask  what  is  the  best  method  of  procedure  in  securing 
the  knowledge  required  for  selling. 

In  the  first  place,  the  goods  should  be  tested  in  both  a 
technical  and  practical  manner  or  if  such  tests  have  al- 
ready been  made  by  the  manufacturer  the  salesperson 
should  have  knowledge  of  them.  A  case  illustrating  what 
is  meant  by  manufacturers'  technical  tests  is  that  of  a 
prominent  brand  of  men's  socks.  This  brand  of  socks 
togther  with  five  other  brands  were  tested  for  tensile 
strength  by  a  board  of  impartial  judges  representing  an 
educational  institution.  The  machine  used  for  this  pur- 
pose stretched  the  socks  to  the  breaking  point  and  a  deli- 
cately sensitive  needle  registered  on  a  dial  the  resisting 
power  or  tensile  strength  of  each  fabric.  On  the  basis 
of  this  and  other  tests  this  nationally  advertised  sock  was 
given  a  gold  medal  at  an  exposition.  In  the  literature 
sent  out  by  this  company  to  dealers  much  is  made  of  this 
important  technical  test,  but  the  writer,  although  he  has 
inquired  for  this  brand  of  socks  for  two  years  over  a 
wide  territory,  has  found  only  one  salesperson  who  has 

referred  to  it. 

The  mail  order  houses  do  not  overlook  such  an  oppor- 
tunity of  augmenting  the  value  of  their  goods  in  the  cus- 
tomer's estimation.     In  a  recent  edition  of  a  mail  order 

43 


44 


RETAIL   SALESMANSHIP 


catalogue  on  ready-to-wear  clothes,^  the  selling  talk  says 
that  the  manufacturer  "  makes  many  tests  —  more  tests 
than  the  average  maker  of  men's  clothing  —  to  be  sure 
the  color  Is  absolutely  fast,  that  the  fabric  possesses  the 
necessary  strength  to  Insure  long  service  and  that  there 
are  no  Imperfections  In  the  weave."  In  another  cata- 
logue this  same  company  describes  their  tester  sitting 
beneath  a  slowly  moving  roll  of  their  suit  fabric,  above 
which  is  a  powerful  electric  light,  searching  for  flaws  or 
Imperfections  in  the  material.  The  mail  order  houses 
realize  the  Influence  on  their  customers'  minds  of  the  sug- 
gestion of  the  absolutely  reliable  nature  of  their  mate- 
rials. 

Most  manufacturers  have  tested  their  materials  and 
are  always  willing  to  give  the  results  of  their  experi- 
ments. In  fact,  they  often  send  this  material  to  retail- 
ers but  It  sometimes  goes  unread  because  Its  value  In  mak- 
ing sales  is  not  fully  realized.  Nothing  gives  a  salesper- 
son so  much  confidence  In  the  goods  as  to  know  from  ac- 
tual test  what  the  goods  will  do.  The  sales  talk  changes 
from  a  half-hearted,  not  fully  certain  one,  to  one  that 
carries  conviction  because  it  has  the  ring  of  sincerity  in 
it  —  the  glow  of  enthusiasm.  Where  technical  tests  have 
not  been  made  by  the  manufacturer  the  salesperson  can 
often  devise  some  of  her  own.  Usually,  however,  this 
is  not  necessary. 

Practical  tests  are  more  easily  worked  out  and  used  by 
salespeople.  Practical  tests  consist  of  putting  articles 
to  the  use  for  which  they  are  Intended  and  by  careful 
observation  ascertaining  to  what  degree  they  justify  the 
claims  made  for  them.  Cooking  utensils  lend  themselves 
readily  to  such  tests.     One  of  the  greatest  talking  points 

1  Sears,  Roebuck  &  Co.,  548K  —  6th  edition,  page  3. 


KNOWING  THE   GOODS 


45 


for  the  aluminum  griddle  is  that  cakes  can  be  cooked  upon 
it  without  the  use  of  grease.  Yet  many  salespeople  could 
not  use  this  selling  point  in  a  positive  manner,  and  per- 
haps not  at  all,  simply  because  they  doubt  the  accuracy 
of  the  assertion  themselves.  Practical  tests  always 
strengthen  the  selling  talk. 

Have  men  In  your  community  used  the  brand  of  razor 
your  store  Is  selling,  and  do  they  like  It?  What  reasons 
do  they  give  for  desiring  it  more  than  some  competing 
razor?  If  these  questions  could  be  answered  by  ques- 
tioning customers  who  are  enthusiastic  over  their  pur- 
chases, a  great  moral  force  would  be  created  which  would 
carry  conviction  in  future  sales  talks  regarding  this  article. 

Clothing,  furniture,  musical  Instruments,  In  fact  most 
everything,  can  undergo  a  practical  test  either  by  the 
salesperson  herself  or  by  the  customer;  but  whichever  is 
the  case,  the  knowledge  gained  should  be  skillfully  tabu- 
lated, classified  and  fitted  Into  the  salesperson's  plans  for 
selling  these  goods.  Tests  of  all  kinds  are  valuable  not 
so  much  because  they  convince  the  customer  but  because 
they  convince  the  salesperson.  When  the  latter  is  really 
convinced  about  anything  the  customer  is  favorably  im- 
pressed and  often  does  not  take  the  time  to  ascertain  why. 
It  is  enough  for  her  that  a  powerful  motive  based  on 
knowledge  lies  back  of  the  salesperson's  attitude  and  talk. 

In  the  second  place,  an  accurate,  scientific  and  valuable 
fund  of  knowledge  respecting  any  article  can  be  secured 
by  making  an  intensive  study  of  It  and  classifying  the  re- 
sults of  this  study  on  a  card.  Any  size  card  may  answer 
the  purpose  but  a  good  practicable  size  is  three  by  five 
Inches.  Each  card  should  be  filed  away  in  alphabetical 
order  so  that  it  can  be  promptly  found  for  study  or  re- 
view. 


46  RETAIL   SALESMANSHIP 

The  first  classification  on  this  card  should  be  a  list  of 
the  senses  that  the  article  appeals  to.  The  only  en- 
trances to  the  will  power  are  through  the  ^wt  senses: 
sight,  taste,  touch,  hearing  and  smelling.  Through  these 
channels  the  brain  receives  impressions.  The  more  the 
impressions  and  the  greater  their  intensity,  the  greater 
the  likelihood  of  a  sale.  Very  often  a  salesperson,  not 
realizing  this  important  fact,  holds  up  an  article  so  that 
the  customer  can  see  it  and  after  stating  the  price  waits 
for  the  customer  to  decide.  Only  one  sense  is  being  ap- 
pealed to,  only  one  channel  to  the  seat  of  decision  is  be- 
ing utilized;  all  the  rest  are  going  to  waste.  Or,  a 
salesperson  may  exhibit  an  article  in  poor  light  or  in  a 
position  that  makes  it  hard  for  the  customer  to  see  it  ad- 
equately. While  exhibiting  the  article  in  this  way  the 
salesperson  may  give  an  interesting  sales  talk,  but  prac- 
tically only  one  sense  organ  Is  functioning,  I.  e.,  the  ears. 
Now,  if  in  each  of  these  cases  instead  of  appealing  merely 
to  one  of  the  senses  two  could  be  reached,  the  salesper- 
son's selling  efficiency  in  this  respect  would  Increase  one 
hundred  per  cent.  Further,  if  the  salesperson  could 
show  the  goods  to  the  best  advantage  and  give  a  pleasing 
and  effective  sales  talk,  and  at  the  same  time  encourage 
the  customer  to  handle  the  article,  or  wear  It  if  it  can 
be  worn,  a  third  sense,  touch,  has  been  appealed  to  and 
the  salesperson  has  tripled  her  selling  efficiency.  Like- 
wise, if  the  other  senses  can  be  drafted  to  assist  In  securing 
the  sale,  the  effectiveness  of  the  sales  talk  has  increased 
tremendously. 

The  number  of  senses  that  any  article  Is  capable  of  ap- 
pealing to  is  by  no  means  always  obvious.  Much  study 
is  often  needed  to  ascertain  In  just  what  way  an  article 
can  make  its  appeal  to  the  senses.     Merchandise  that  at 


KNOWING   THE   GOODS 


47 


I 


first  thought  might  seem  capable  of  appealing  to  only  two 
or  three  senses,  after  a  careful  study  can  often  be  found 
to  be  capable  of  appealing  to  four  or  possibly  all  of  the 
senses.  Silks,  in  the  hands  of  a  clever  salesperson,  can 
be  made  to  "  talk."  When  this  Is  accomplished  while 
a  pleasing  sales  talk  is  being  given,  the  sense  of  hearing 
is  doubly  impressed.  Groceries  are  sometimes  made  to 
appeal  to  all  the  senses.  Biting  Into  a  luscious  pear  in- 
variably makes  some  sound  no  matter  how  much  care  is 
exercised  to  prevent  it.  The  sound  impression,  though 
faint,  gives  weight  to  the  buying  judgment.  To  have  a 
customer  smell  leathers  may  reinforce  the  argument  in 
their  favor.  To  "  ring  "  a  kettle  is  to  aid  the  customer 
to  make  a  decision. 

Whether  or  not,  however,  taste  and  smell  can  be  ap- 
pealed to  in  any  particular  case,  there  seems  little  excuse 
for  failure  to  employ  the  other  three  most  common  senses 
in  securing  decisions  to  buy.  Not  enough  salespeople 
allow  customers  to  handle  the  goods.  Present  day  store 
fixtures  are  fortunately  so  arranged  that  in  most  cases 
goods  are  in  open  display  on  tables  where  the  customer 
can  get  her  hands  on  them.  There  is  also  much  to  be 
done  in  working  out  the  most  favorable  manner  in  which 
to  show  goods.  Some  pile  fabrics  do  not  show  up  to  ad- 
vantage If  the  light  strikes  on  them  in  a  certain  way. 
Certain  colors  appear  to  better  advantage  under  a  strong 
light,  others  under  a  more  delicate  one.  In  other  words, 
the  salesperson  should  be  certain  that  the  customer  is 
seeing  what  it  is  desirable  she  should  see,  and  not  some- 
thing else. 

The  second  classification  is,  like  the  first  one,  the  re- 
sult of  a  careful  study  of  an  article.  It  answers  the  ques- 
tion,   What   is    the    article    capable    of   accomplishing? 


48 


RETAIL   SALESMANSHIP 


What  does  it  do?     This  is  a  more  difficult  question  to 
answer  for  each  individual  commodity  than  is  at  first 
apparent.     In  order  to  test  the  salesperson's  ability  to 
give  the  functions  that  any  article  is  capable  of  perform- 
ing, let  her  sit  down  with  a  chair,  a  pair  of  shoes,  a  dia- 
mond ring,  or  any  other  article  before  her  and  ask  her- 
self the  question,  "  What  will  this  article  do?  ''     It  will 
be  found  much  more  difficult  than  was  supposed  to  give 
more  than  the  commonplace  about  each   article.     The 
value  of  making  such  an  analysis  is  illustrated  by  the  fol- 
lowing case.     A  father  was  in  a  jewelry  store  seeking 
a  Christmas  gift  for  his  daughter  when  the  salesperson, 
somewhat  against  the  customer's  desire,  interested  him 
in  a  diamond  ring.     Finally,  however,  he  swept  the  ring 
aside  with  the  air  of  one  having  made  a  final  decision 
and  said,  "  My  daughter  has  too  many  of  such  things 
already,"   inferring  that   any  more  jewelry,   no  matter 
what  its  nature,  would  tend  to  make  his  daughter  vain. 
After  only  a   second's  hesitation   the   salesperson   said, 
"  This  diamond  is  the  most  beautiful  and  permanent  form 
in  which  you  can  show  your  affection  for  your  daughter." 
The  father  took  renewed  interest  in  the  ring  and  after 
two  or  three  more  appeals  to  the  parental  instinct  ^  the 
sale  was  made.     That  salesperson  had  asked  herself  the 
question,  "What  will  this  diamond  do?"     It  is  true  a 
diamond  is  capable  of  making  people  vain  but  it  has  other 
important  functions  which  it  is  well  to  know. 

All  goods  can  be  taken  up  in  this  same  manner  and  the 
results  of  the  intensive  study  will  be  surprising.  It  is  by 
no  means  an  easy  task.  To  do  any  work  thoroughly  and 
scientifically  is  not  always  easy,  but  it  is  not  the  easy  way 
that  usually  produces  results.     Apparently  unknown  to 

1  Sec  page  71. 


KNOWING  THE   GOODS 


49 


some,  retail  selling  is  as  capable  of  an  intensive  study  as  is 
law,  medicine  or  the  other  professions ;  and  for  those  who 
make  this  study  the  rewards  are  even  larger  than  can 
be  secured  with  equal  effort  in  the  professions.  Four  to 
six  years  of  continuous  study  after  graduation  from  high 
school  is  the  rule  rather  than  the  exception  for  those 
entering  law  or  medicine  and  in  some  cases  dentistry. 
If  a  similar  period  of  time  was  spent  in  study  and  labora- 
tory work  by  those  entering  retail  selling  they  would  be- 
come just  as  truly  experts  in  their  line  and  would  com- 
mand incomes  proportionate  to  their  effectiveness.  Ex- 
perts in  retail  selling  are  greatly  in  demand  but  there  has 
thus  far  been  no  organized,  systematic  method  of  sup- 
plying them.  Schools  and  stores  in  the  future  will  give 
courses  of  training  to  meet  this  demand. 

The  third  item  on  the  card  should  tell  where  the  article 
is  made  and  by  whom.  Oftentimes  customers  have  been 
through  factories  or  know  some  of  the  employees,  di- 
rectors or  officers  of  establishments,  the  goods  from 
which  are  before  them  in  the  store.  A  sentimental  value 
is  thus  attached  to  the  goods  in  addition  to  that  explained 
by  the  salesperson.  Shoes  that  are  made  in  New  Eng- 
land often  hold  a  preference  in  the  customer's  mind  over 
shoes  made  elsewhere.  Also,  furniture  made  in  Grand 
Rapids  sometimes  seems  better  to  customers  than  that 
made  somewhere  else.  Whether  or  not  the  customer 
has  any  justification. for  her  belief  is  of  no  consequence. 
Fortunately,  it  is  not  the  duty  of  the  salesperson  to  dispel 
all  the  illusions  of  the  customer.  It  is  her  duty  to  under- 
stand the  goods  and  the  customer  and  sell  the  former  to 
the  latter  in  the  most  advantageous  way  to  the  mutual 
benefit  of  both  parties  to  the  transaction. 

Telling  the  customer  by  whom  the  article  is  made  may 


so 


RETAIL   SALESMANSHIP 


have  great  Influence  if  this  information  is  given  in  a 
clever  manner,  even  though  the  customer  has  no  knowl- 
edge of  the  manufacturer.  The  writer  evidenced  a  case 
illustrating  this  point.  A  salesperson  told  the  customer, 
with  a  great  deal  of  deference  in  her  voice,  that  a  cloak 
was  made  by  "  The  Blank  Company,  the  well  known 
manufacturers  of  New  York  City."  The  customer  was 
deeply  impressed,  and  not  until  after  the  cloak  was  pur- 
chased did  she  realize  that  the  name  of  the  company  held 
no  meaning  for  her.  In  the  sales  talk,  however,  it  fitted 
in  as  a  positive  point  and  suggested  acquiescence  on  the 
part  of  the  customer  by  being  associated  with  the  words 
"  well  known."  In  many  cases  not  only  the  manufac- 
turers' name  could  be  given  but  also  some  policy  char- 
acteristic of  them  or  some  methods  peculiar  to  their  use. 
With  the  deliberative  customer  this  Information  can  be 
used  with  especially  good  effect.  This  type  often  de- 
mands an  extra  amount  of  knowledge  before  a  decision 
can  be  made,  and  such  can  be  given  promptly  if  it  has 
been  secured,  arranged  and  classified  In  advance.^ 

The  fourth  classification  should  explain  how  the  article 
is  made  and  what  it  is  composed  of.  Such  knowledge  is 
valuable  for  any  article.  In  groceries  it  Is  invaluable  but 
only  too  often  lacking.  How  many  grocery  salespeople 
could  tell  how  some  of  our  patent  breakfast  foods  like 
Grape  Nuts  are  made.  Some  people  are  actually  ad- 
verse to  buying  foods  like  this  because  they  Imagine  there 
is  some  injurious  element  concealed  In  them.  It  is  a  fun- 
damental principle  of  human  nature  to  be  suspicious  of 
what  one  does  not  understand.  It  would  seem  to  be  the 
function  of  the  salesperson  to  replace  suspicion  with  con- 
fidence by  giving  the  composition  of  goods  and  how  they 

1  See  page  96. 


KNOWING   THE   GOODS  5  I 

are  made.  Such  material  is  gladly  sent  by  manufac- 
turers on  request,  as  it  is  to  their  interest  to  have  their 
more  general  processes  open  and  well  known.  Knowl- 
edge is  the  only  means  of  killing  suspicion. 

To  know  what  some  fabrics  are  made  of  and  how,  is  a 
liberal  education  In  and  of  Itself.  The  process  by  which 
the  beautiful  brocades  are  manufactured  is  Ingenious 
enough  to  excite  the  admiration  of  any  one  for  the  In- 
ventor, Jacquard.  How  minerals  are  mixed  with  silks, 
and  how  many  of  our  commonest  articles  are  constructed, 
is  intensely  Interesting  and  often  can  be  made  to  appeal 
in  this  manner  to  the  customer.  Too  many  things  In 
the  average  retail  store  are  mysteries  to  those  who  are 
selling  them.  Only  when  they  are  brought  Into  the  world 
of  reality  by  knowing  reasons  for  their  peculiar  existence, 
are  they  really  "sold"  to  the  salesperson  herself;  and 
the  latter  must  be  *'  sold  "  before  the  customer  will  buy. 

In  some  cases,  only  by  knowing  what  the  goods  are 
made  of,  and  by  explaining  the  composition  of  the  article 
to  the  customer,  can  the  purchase  give  off  lasting  satis- 
factions to  the  buyer.  Shoes  are  an  illustration.  Sev- 
eral instances  have  been  brought  to  the  writer's  attention 
where  customers  have  purchased  shoes,  expecting  leather 
counters,  boxing  and  insoles  (having  been  led  to  expect 
such  a  condition  by  the  salesperson),  and  subsequently 
have  been  disappointed  to  find  that  such  was  not  the 
case.  The  salesperson  In  some  Instances  believed  these 
parts  of  the  shoe  were  leather  and  rather  than  lose  a 
sale  "  took  a  chance  "  on  positively  affirming  something 
which  was  by  no  means  certain.  By  following  this  policy 
these  salespeople  were  actually  dishonest  because  they 
did  not  treat  the  customer  fairly.^     That  they  were  not 

1  See  page  lai. 


52 


RETAIL   SALESMANSHIP 


intentionally  dishonest  is  little  consolation  when  custom- 
ers feel  that  they  have  not  received  a  square  deal.  Ig- 
norance is  no  justification  before  the  law,  neither  is  it 
before  the  customer.  Knowing  what  an  article  is  made 
of  is  an  absolute  necessity  for  efficient  selling.  The  only 
certain  way  to  make  this  knowledge  effective  is  to  write 
it  out  and  place  it  on  a  card  with  the  other  information 
about  the  article. 

In  ascertaining  how  the  article  is  made  and  its  compo- 
sition, it  may  help  the  salesperson  to  be  given  a  mTsthod 
of  approach.  If  the  following  six  sale  classifications  are 
comprehensively  worked  out  in  respect  to  any  article,  the 
salesperson  will  have  a  good  working  knowledge  of  the 
goods. 

First,  has  the  article  been  through  any  special  processes 
that  would  add  to  its  value?     In  the  case  of  the  gloves 
referred  to  elsewhere,  it  was  seen  that  one  pair  had  gone 
through  a  special  process  of  tanning  that  made  them  more 
durable  and  flexible  and  therefore  of  greater  value  than 
the  gloves  that  had  not  had  the  benefit  of  this  longer  and 
more  expensive  process.     Some  writing  paper  has  been 
dried  by  the  ''  loft  process,"  while  other  kinds  have  been 
dried  on  rollers.     The  former  process  having  necessi- 
tated more  hand  work  naturally  costs  more,  but  the  in- 
creased cost  not  only  represents  added  labor  cost  but  like- 
wise finer  texture,  greater  utility,  in  other  words,  greater 
value. 

Many  more  cases  could  be  given  to  illustrate  the  point 
but  perhaps  enough  has  been  said  to  indicate  the  necessity 
of  knowing  how  the  product  is  made.  To  know  how 
things  are  made  is  only  another  way  of  knowing  reasons 
for  prices  —  a  most  important  element  in  sales  talks.  To 
be  without  this  information  is  to  grope  blindly  about  the 


lyi^WING  THE   GOODS 


53 


store  looking  at  goods  but  not  seeing  them.  For  it  must 
be  emphasized  again  that  people  do  not  necessarily  see 
what  they  look  at;  they  see  only  those  things  that  their 
education  and  environment  enables  them  to  see.  En- 
vironment alone  is  often  dulling  to  the  senses  because  the 
elements  in  it  become  commonplace,  hence  the  necessity 
of  invoking  education  (study  of  goods)  to  unearth  the 
important  characteristics  of  the  stock  that  would  other- 
wise remain  unknown. 

Second,  has  the  article  been  inspected  for  imperfec- 
tions? The  use  made  of  this  important  point  by  the 
mail  order  houses  as  regards  cloth  for  suits,  has  already 
been  referred  to.  Underwear,  hosiery,  shirts,  dress 
goods,  furniture,  lace,  leather  goods  and  many  other 
articles  are  often  carefully  inspected  by  manufacturers  be- 
fore they  leave  the  factory.  Such  inspection  adds  value 
to  the  product,  but  the  customer  cannot  see  this  im- 
portant element  of  value  unless  it  is  specifically  brought 
to  her  attention.  Value  must  be  conceived  of  as  a  com- 
posite thing  including  within  itself  many  elements,  and 
it  should  be  the  duty  and  privilege  of  the  salesperson  to 
analyze  carefully  what  goes  to  make  up  value  in  any  in- 
dividual case.  Unless  this  is  done,  customers  cannot  be 
expected  to  see  that  value  is  equivalent  to  the  price 
marked  on  the  tag,  and  it  is  only  when  price  appears  to 
be  equivalent  to  value  that  goods  are  purchased. 

Third,  does  the  manufacturer  stand  behind  the  article 
with  a  guarantee?  If  he  does,  it  means  that  the  manu- 
facturer, being  closer  than  any  one  else  to  the  productive 
process,  sees  in  the  article  more  than  any  one  else  pos- 
sbily  can,  and  perhaps  even  more  than  can  be  described 
in  the  advertising  matter.  This  surplus  of  value,  in- 
dicated by  no  specific  process  or  material,  is  lumped  to- 


54 


RETAIL    SALESMANSHIP 


gether  and  represented  by  a  blanket  guarantee  that  the 
article  will  be  satisfactory  in  every  way,  or  by  a  specific 
guarantee  that  certain  special  materials  or  procesis  will 
prove  out  in  practice  that  which  Is  claimed  for  tnl 

The  psychology  of  the  guarantee  Is  that  it  mlqJaizes 
the  risk  assumed  by  the  customer.     With  less  rislc  there 
is  more  value.     People  generally  are  hesitant   to   take 
risks  of  any  sort,  hence  the  large  amounts  of  life  insur- 
ance held  by  people  of  all  classes.     The   tendency  of 
modern  industry  and  commerce  Is  toward  more  certainty, 
i.  e.,  less  risk.     The  minimum  wage,  guaranteed  stock, 
increase  of  the  salaried  class  and  decrease  of  the  en- 
trepreneur class,  all  Indicate  this  general  groping  toward 
more    security    in    widely    differing    lines    of    activity. 
Guarantees  by  manufacturers  are  following  the  trend  of 
the  times  and  salespeople  are  overlooking  a  strong  sell- 
ing point  if  they  are  not  Informing  the  customer  when 
these  Insurances  against  risk  exist. 

Fourth,  do  hand  processes  figure  largely  in  the  con- 
struction of  the  article?  Machinery  has  revolutionized 
Industry,  but  because  It  standardizes  goods  and  tends  to- 
ward uniformity  of  product  many  people  are  prejudiced 
against  goods  made  in  this  way.  Thus  we  see  people 
pointing  out  with  exultation  the  unevennesses  In  the  pat- 
terns of  rugs  made  by  hand.  The  individuality  of  the 
weaver  has  exhibited  Itself  In  the  construction  of  the  rug 
and  the  dull  uniformity  of  the  machine  process  does  not 
present  itself.  Again,  most  every  one  can  have  machine 
made  goods  but  hand  made  goods  are  not  so  common. 
To  get  something  "  different "  seems  to  be  as  strong 
an  Instinct  In  humans  as  Is  imitation.  The  fact  that  a 
knife  blade  is  hand  made,  that  button  holes  are  hand 
stitched,  that  seams  are  hand  sewed,  that  shoes  are  hand 


KNOWING   THE   GOODS 


55 


constructed,  all  tend  to  increase  the  value  of  these  articles 
in  the  eyes  of  customers.  After  some  classes  have  suc- 
ceeded in  procuring  something  '*  different,"  other  classes 
proceed  to  Imitate  this  demand  and  soon  large  amounts 
of  hand  made  goods  are  placed  on  the  market.  Soon  de- 
mand may  switch  to  some  other  feature  of  construction, 
but  at  present  there  is  no  doubt  that  a  great  impetus  has 
been  given  to  hand  processes.  The  salesperson  must  see 
clearly  this  element  of  value  and  ascertain  whether  or 
not  it  has  an  appeal  for  the  customer.  If  this  element 
of  value  means  nothing  to  the  latter,  the  other  features  of 
the  article  should  be  emphasized,  or  a  machine  made 
article  exhibited.  Many  people  as  yet  would  prefer  a 
machine  made  rug  with  even,  uniform  patterns,  to  the  ec- 
centric pattern  of  the  hand  constructed  one. 

Fifth,  is  there  any  special  raw  material  or  element  that 
enters  Into  the  construction  of  the  article?  Many  new 
compositions  and  substitutes  have  recently  come  upon  the 
market  to  the  amazement  and  growing  perplexity  of  the 
customer.  Some  mattresses  are  now  stuffed  with  a  cer- 
tain Interesting  South  American  wood  that  possesses  quali- 
ties peculiarly  adapted  to  the  purpose  it  serves.  Chairs 
are  made  of  paper  especially  treated  to  give  them  great 
strength,  beauty  and  durability.  Straw  hats  often  have 
special  straw  or  wood  chips  grown  under  peculiar  con- 
ditions; other  goods  are  composed  of  queer  materials 
brought  from  the  four  corners  of  the  earth,  with  qualities 
rarely  adapted  to  the  functions  they  are  to  perform. 
Knowledge  of  the  tribute  customers  owe  to  commerce  and 
mdustry  is  valuable  because  it  impresses  the  customer 
with  a  reason  for  the  price  and  excites  admiration  for  the 
store's  progressiveness  in  securing  new  products. 

Sixth,  has  the  article,  naturally  or  artificially,  been  in- 


S6 


RETAIL   SALESMANSHIP 


sured  against  deterioration?  Some  colors  are  made  fast 
by  secret  processes,  or  exceptional  dyes  have  been  used. 
Thus,  the  vegetable  dyes  used  in  some  imported  rugs  are 
more  permanent  than  the  aniline  or  mineral  dyes  used  in 
some  domestic  rugs.  Certain  furniture  is  constructed  so 
it  will  not  easily  warp.  Oftentimes  fabrics  have  been 
pre-shrunk.  Some  metals  are  treated  with  preparations 
that  prevent  rusting,  while  a  metal  like  aluminum  cannot 
rust  because  it  does  not  form  an  oxide  with  the  air. 
Thread  silk  grows  better  with  age  while  fiber  silk  decays 
or  cracks.  Some  woods  are  treated  so  as  to  perpetually 
prevent  decay.  Likewise,  there  are  often  certain  ways 
of  handling  or  using  goods  which  will  Increase  their  life. 

Anything  of  this  nature,  if  transferred  to  the  customer 
effectually,  increases  the  Importance  of  the  goods  In  her 
estimation.  It  is  In  reality  comparable  to  a  reduction  in 
price  for  her  because  it  is  felt  that  more  is  being  secured 
for  the  money  than  was  anticipated.  If  such  informa- 
tion was  more  frequently  given,  price  reductions  would 
not  be  requested  as  often  as  they  are  at  present,  because 
when  the  customer  asks  to  have  the  $50  suit  reduced  to 
$45  it  merely  means  that  the  salesperson  has  only  de- 
scribed $45  worth.  The  customer  appraises  the  value 
of  any  article  not  by  the  price  on  the  tag  but  by  what  she 
sees  in  it. 

As  an  illustration  indicating  with  what  interest  and 
effectiveness  a  description  of  merchandise  construction 
can  be  portrayed,  is  the  following  item  taken  from  a 
mail  order  catalogue :  ^  *'  There  are  no  layers  in  this 
mattress.  It  is  filled  with  100  per  cent  pure,  choice  long 
fiber  staple  cotton,  left  in  its  natural  creamy  white  color 
as  it  comes  from  the  pod,  elastic  and  as  pure  as  sunshine. 

1  Sears,  Roebuck  &  Co.,  Catalogue,  1918,  p.  1134- 


I 


KNOWING   THE   GOODS 


57 


This  cotton  is  all  blown  apart  by  compressed  air  until  the 
fibers  are  thoroughly  separated,  leaving  each  fiber  with  Its 
natural  curl  and  springiness,  free  and  unrestrained.  This 
buoyant  mass  of  cotton  is  fed  into  a  large  mold  —  a  box 
the  length  and  width  of  the  mattress  and  several  feet 
deep.  The  cotton  is  fed  In  from  above,  slowly  and 
evenly  by  compressed  air,  and  air  currents  distribute  it 
uniformly  as  it  sifts  Into  the  mold  like  gently  falling 
snow.  About  50  pounds  of  this  light,  airy  substance  is 
blown  into  the  mold,  then  compressed  to  the  thickness  of 
the  mattress.  This  one  giant  batt,  made  up  of  millions 
of  long,  tough  fibers  all  matted  together  in  one  integral 
part,  is  then  slipped  Into  the  ticking,  completing  the  mat- 
tress.  ..." 

The  fifth  classification  consists  of  the  most  important 
selling  arguments.  These  should  be  to  the  point  and 
reviewed  from  time  to  time.  How  to  appeal  to  the  buy- 
ing motives  (Instincts)  of  the  customer  should  be  Indi- 
cated. As  stated  elsewhere,^  the  more  instincts  that 
can  be  appealed  to,  the  more  effective  the  sales  talk. 
How  many  instincts  any  article  is  capable  of  appealing 
to  can  only  be  ascertained  by  careful  study  of  each  com- 
modity that  a  salesperson  sells.  Such  a  study  may  be 
found  quite  difficult  at  first  but  soon  will  become  pleasur- 
able and  productive  of  business-getting  methods.  To 
appeal  in  each  case  to  the  most  powerful  buying  motives 
is  to  economically  sell  goods,  because  the  feelings  closest 
to  the  surface,  I.  e.,  those  most  susceptible  to  suggestion, 
are  the  ones  utilized. 

If  there  Is  still  some  doubt  in  the  salesperson's  mind 
how  the  knowledge  requisite  to  effective  selling  can  be 
secured,  a  few  sources  of  material  may  be  suggested. 

iSee  Chap.  IV. 


58  RETAIL   SALESMANSHIP 

The  first  of  these  is  the  goods  themselves.  Much  of  the 
time  spent  at  present  by  salespeople  in  idling  could  very 
profitably  be  utilized  in  examining  the  goods  which  they 
are  daily  handling,  and  in  analyzing  their  characteristics 
and  evidences  of  value.  Making  tests  as  already  indi- 
cated will  do  much  toward  inspiring  the  salesperson  with 
confidence  in  the  merit  of  the  stock.  Unfortunately, 
there  seems  to  be  an  impression  among  some  salespeople 
that  the  qualities  of  goods  of  daily  consumption  are  ob- 
vious to  the  casual  observer.  Experience  has  proved 
that  this  belief  is  unfounded  in  fact.  Careful,  pains- 
taking study  must  be  made,  even  of  the  simplest  article, 
if  that  article  is  to  be  comprehensively  known.  When 
it  is  considered  that  scientists  sometimes  spend  an  entire 
lifetime  studying  some  part  of  the  human  body  or  a  tiny 
insect,  and  still  feel  that  there  is  much  more  to  learn, 
how  necessary  is  it  for  salespeople  to  realize  that  the  true 
merit  of  any  article  cannot  be  ascertained  by  a  superficial 
examination. 

Secondly,  much  valuable  information  regarding  any 
article  can  be  secured  from  the  traveling  salesman  who 
sold  it  to  the  store.  These  men  often  have  been  through 
the  factory  where  the  goods  are  manufactured  and  know 
the  processes  of  importance  through  which  the  goods 
have  passed.  They  may  know  their  composition  and 
qualities  not  seen  on  the  surface.  Usually  they  are  en- 
thusiastic about  their  line  and  will  transmit  this  enthu- 
siasm if  given  the  chance.  Unfortunately,  this  impor- 
tant source  of  information  is  not  m.ade  use  of  in  most 
stores,  at  least  not  by  the  salesperson.  The  department 
buyer  may  profit  by  the  salesman's  information  but  only 
seldom  does  this  knowledge  pass  to  the  salesperson  be- 
hind the  counter  in  a  form  that  will  prove  effective. 


KNOWING   THE   GOODS 


59 


Third,  advertisements  in  magazines  and  newspapers 
often  give  short  concise  facts  about  the  goods  that  are 
invaluable.  Especially  is  this  true  of  trade  papers  and 
magazines.  The  manufacturers  have  studied  their  goods 
carefully  and  have  tried  to  ascertain  their  most  important 
elements  of  value.  Not  only  this.  They  have  spent 
much  time  and  effort  in  working  out  the  most  effective 
manner  of  presenting  these  qualities.  The  salesperson 
should  feel  grateful  that  such  pioneering  work  has  been 
done  for  her.  She  should  follow  the  advertisements 
from  week  to  week  or  month  to  month  and  keep  her  sell- 
ing talk  fresh  and  interesting  by  incorporating  into  it  the 
new  ideas  appearing  in  them. 

The  advertisements  of  the  store  should  likewise  be 
followed  closely  in  order  to  see  what  goods  the  store  is 
offering  and  why  they  are  being  offered.  Customers  are 
invited  to  call  at  the  store  and  look  at  definite  specified 
articles  indicated  in  the  advertisement.  Sometimes 
when  they  answer  such  an  invitation  the  first  salesper- 
son they  meet  is  ignorant  of  just  where  these  advertised 
articles  are  to  be  found.  Lack  of  confidence  in  the  store's 
methods  is  thus  generated  in  the  customer,  which  it  is 
later  difficult  to  overcome.  If  the  salesperson  knows  a 
few  important  facts  about  goods  in  other  departments 
and  reads  the  store's  advertisements  concerning  them,  she 
can  aid  other  departments  by  creating  interest  for  the 
articles  in  the  customer's  mind;  and  in  turn  her  own  de- 
partment will  benefit  by  the  intelligent  understanding  of 
its  offerings  by  salespeople  in  other  departments.  Only 
by  reading  the  daily  advertisements  of  the  store  can 
knowledge  of  the  store's  goods  be  fully  known,  and  co- 
operation between  departments  become  a  reality. 

Fourth,  a  letter  to  the  manufacturer  requesting  sales 


6o 


RETAIL   SALESMANSHIP 


KNOWING  THE   GOODS 


6l 


helps  will  usually  bring  much  "  dealer-cooperation " 
literature.  Of  all  the  sources  of  knowledge  this  per- 
haps is  the  most  important.  Manufacturers  often  send 
this  material  with  the  goods  but  frequently  the  retailer 
relegates  it  to  the  scrap  heap.^  Because  this  literature 
is  sent  free  and  oftentimes  when  not  asked  for,  sales- 
people and  also  retailers  have  sometimes  secured  the  im- 
pression that  such  material  is  worthless.  In  reality,  it 
could  not  be  more  valuable.  Clever  methods  of  display- 
ing the  goods  are  suggested,  and  especially  important  are 
the  distinguishing  features  of  the  goods  clearly  and  forci- 
bly stated.  In  one  booklet  sent  out  to  retailers,  a  manu- 
facturer of  men's  shirts  states  that  the  neck  bands  have 
been  cut  with  steel  dies  so  that  there  is  absolutely  no 
chance  of  sizes  varying.  The  reader  possibly  realizes 
the  strength  of  this  talking  point,  especially  if  he  has  had 
some  i^yi  size  shirts  that  have  been  larger  than  others; 
yet  the  salespeople  selling  this  brand  of  shirts  have 
seldom  been  known  by  the  writer  to  use  this  element  of 
value  in  their  sales  talks.  They  do  not  know  what  the 
manufacturer  says  about  his  own  product.  Every  town 
has  a  good  many  dealers  selling  shirts,  incubators,  toys, 
underwear,  firearms  and  other  articles,  and  to  judge  which 
dealer  has  the  "  best  "  is  often  a  herculean  task.  Some- 
times similar  articles  in  different  stores  seem  to  be  com- 
pletely alike.  When  such  is  the  case  it  is  only  by  chance 
or  because  of  service  that  an  intelligent  customer  buys 
at  any  store.  When  an  article  has  an  element  of  value 
which  is  not  obvious,  yet  which  in  reality  distinguishes  it 
from  other  makes.  It  is  indeed  unfortunate  if  this  dis- 
tinction Is  not  brought  to  the  attention  of  the  customer 

^  The  writer  has  seen  several  stores  in  the  smaller  towns  where  deal- 
ers' helps  were  used  for  lighting  fires. 


^      •Kr 


through  the  mediums  of  advertising  and  selling.  Value 
is  usually  not  an  obvious  thing;  reasons  for  its  existence 
must  be  dug  up.  The  digging  up  process  is  irksome,  takes 
mental  effort  and  is  expensive;  but  if  the  manufacturer 
sees  fit  to  unearth  the  value  of  his  goods  it  would  seem 
that  it  is  not  a  waste  of  time  for  the  retailer  and  his  sales- 
people to  learn  how  this  value  was  created,  for  it  must 
eventually  be  recreated  in  the  minds  of  customers. 

The  last  source  of  information  is  the  public  library. 
Encyclopedias  give  the  history  and  description  of  some 
articles  of  everyday  consumption,  oftentimes  quite  in  de- 
tail. They  provide  a  great  mass  of  information  that 
is  both  entertaining  and  of  an  educational  value.  They 
are  too  infrequently  used.  Many  salespeople  do  not 
know  that  they  exist.  If  they  do  not  use  them  it  may  be 
said  that  these  sources  of  Information  do  not  exist  so  far 
as  they  are  concerned.  Many  libraries  have  books  on 
textiles,  shoes,  household  furnishings,  jewelry,  novelties 
and  other  goods.  Some  of  these  consist  of  technical  de- 
scriptions but  much  of  the  material  is  of  a  clearly  under- 
standable nature,  often  written  in  an  interesting,  vigorous 
style.  The  salesperson  should  ascertain  what  instruc- 
tion the  library  can  give.  If  books  on  the  line  desired 
are  not  in  the  library,  the  librarian  can  ascertain  from 
publishers'  catalogues  what  books  have  been  written  on 
the  subject,  and  If  there  is  a  fund  available  for  the  purpose 
a  purchase  for  the  library  may  be  made.  The  writer  has 
often  been  told  by  librarians  that  few  books  on  business 
and  allied  subjects  were  purchased  because  of  the  small 
demand  for  them.  Once  a  healthy  demand  for  business 
books  develops  in  any  community,  the  library  will  usually 
endeavor  to  meet  it  by  new  purchases.  If  the  library 
has  no  fund  available  for  the  purchase  of  a  book  desired 


62 


RETAIL   SALESMANSHIP 


by  a  salesperson  the  latter  need  not  despair.  Many 
stores  are  willing  to  order  salesmanship  books  for  their 
salespeople,  but  where  they  are  not,  such  can  be  coopera- 
tively purchased  by  several  salespeople  interested  in  the 
same  line.  There  Is  no  justification  for  lack  of  knowl- 
edge. If  the  selling  job  looms  up  large  enough  in  the 
salesperson's  mind,  ways  and  means  for  coping  with  its 
possibilities  will  present  themselves. 

Knowledge  of  goods  has  thus  far  been  discussed  from 
one  standpoint,  viz.,  the  elements  that  go  to  make  up 
quality  value.  It  is  important  that  goods  should  be 
known  from  two  other  standpoints,  viz.,  location  and 
quantity. 

(a)  Location, 
^  It  is  not  merely  enough  to  finally  locate  the  goods  de- 
sired by  the  customer.  Time  is  an  Important  element  in 
the  sale.  Promptness  in  showing  goods  is  one  of  the 
elements  of  service,  and  service  is  the  reason  for  the  ex- 
istence of  the  store. 

A  systematic  arrangement  of  stock  is  absolutely  neces- 
sary. Whether  the  goods  are  kept  on  counters,  boxes  or 
loose  upon  the  shelves,  the  exact  location  of  each  article 
should  be  definitely  known.  If  memorizing  location  is 
found  to  be  difficult,  a  chart  of  the  section  or  store,  with 
the  location  of  goods,  can  be  made  and  referred  to  from 
time  to  time  until  it  is  part  of  the  fund  of  knowledge. 
Finding  of  sizes,  styles,  grades,  etc.,  of  each  class  of 
goods  then  becomes  automatic  and  impresses  the  cus- 
tomer with  the  efficiency  of  the  store. 

(b)    Quantity, 

Knowledge  of  the  quantity  of  stock  is  to  retailing  what 
the  safety  valve  is  to  the  boiler  —  it  prevents  trouble. 


KNOWING  THE   GOODS 


63 


If  the  stock  runs  low  an  explosion  by  some  customer  takes 
place  sooner  or  later  and  dollars  are  lost. 

Further,  there  should  be  a  constant  review  of  stock 
so  that  all  old,  backward  or  surplus  stock,  odds  and  ends, 
remnants,  broken  lots  and  shop-worn  goods  can  be  fea- 
tured and  closed  out. 

It  is  also  well  to  make  note  of  any  goods  that  are  called 
for  but  which  are  not  carried  in  stock.  Possibilities  of 
substitution  should  be  considered  and  reasons  ascertained 
why  particular  goods  In  question  are  called  for. 

It  is  the  store's  business  to  have  in  stock  what  a  store 
of  its  kind  and  character  customarily  carries.  If  it  fails 
to  supply  what  custom  and  demand  dictates,  the  store  is 
failing  to  perform  one  element  of  service  which  is  vital 
to  its  success. 


KNOWING   THE    CUSTOMER 


6S 


CHAPTER  IV 
KNOWING  THE  CUSTOMER 

A  prominent  salesman  once  said,  "  Salesmanship  is 
chiefly  applying  an  intimate  knowledge  of  human  nature 
in  selling."  Others  occupied  in  selling  goods  have  also 
laid  great  weight  on  understanding  human  nature,  while 
some  have  even  gone  so  far  as  to  say  that  the  only  quali- 
fication for  salesmanship  is  a  complete  knowledge  of  the 
customer.  From  one  viewpoint  this  latter  assumption 
is  true.  The  other  three  elements  of  salesmanship,  viz., 
knowing  the  goods,  knowing  one's  self  and  knowing  the 
selling  process,  may  be  considered  only  as  different  aspects 
of  knowing  the  customer.  Self-confidence,  ability  to  an- 
swer questions,  and  an  interesting  sales  talk,  acquired  as 
the  result  of  knowing  the  goods,  are  necessities  to  a  sales- 
person because  human  nature  is  favorably  impressed  with 
these  requirements.  Likewise,  the  elements  of  character 
and  personality  such  as  politeness,  honesty  and  prompt- 
ness, are  emphasized  by  the  scientific  salesperson  for  the 
simple  reason  that  she  understands  human  nature  and 
knows  that  such  qualities  make  a  favorable  impression. 
Knowing  the  selling  process  is  merely  understanding  a 
part  of  human  nature,  viz.,  the  working  of  the  human 
mind.  To  understand  how  the  mind  arrives  at  a  deci- 
sion implies  a  knowledge  of  human  nature. 

If,  then,  human  nature  is  the  chief  element  in  sales- 
manship, why  should  four  elements  be  considered  inde- 

64 


4 


I 


pendently  ?  Why  should  not  the  three  elements  of  sales- 
manship indicated  above  be  subordinate  classifications 
under  the  all-important  heading  —  knowledge  of  human 
nature?  The  answer  to  this  is  that  it  is  taken  for 
granted  that  human  nature  is  the  background  for  selling, 
hence  the  elements  of  salesmanship  should  specifically 
state  by  what  methods  human  nature  can  be  reached. 
The  present  chapter,  then,  while  entitled,  Knowing  the 
Customer,  recognizes  that  all  salesmanship  is  knowing 
or  understanding  human  nature  as  represented  by  the  cus- 
tomer, but  it  likewise  realizes  that  human  nature  has  ele- 
ments of  likeness  and  difference  which  lend  themselves 
to  specific  and  effective  methods  of  approach.  It  is  to 
indicate  this  particular  phase  of  knowing  the  customer 
that  this  and  the  next  chapter  is  devoted. 

Salesmanship  is  the  art  of  persuading  people  to  pur^ 
chase  goods  which  will  give  of  lasting  satisfactions ^  by 
using  methods  which  consume  the  least  time  and  effort. 
Such  methods  always  discover  the  most  vulnerable  points 
in  human  nature  and  then  concentrate  on  these.  To  do 
otherwise  is  to  needlessly  expend  both  time  and  energy, 
something  which  no  salesperson  can  afford  to  do.  Scien- 
tific selling  is  selling  where  conditions  to  the  sale  are  un- 
derstood. It  is  the  opposite  from  haphazard  selling  or 
selling  without  plan  and  without  anticipating  what  the  re- 
sults of  certain  operations  will  be.  The  unscientific  sales- 
person does  not  know  where  she  is  going  but  she  is  on  her 
way.  The  scientific  salesperson  knows  what  methods  she 
is  using  and  what  effect  they  will  produce.  She  is  operat- 
ing intelligently.  When  she  pulls  a  lever  called  an  in- 
stinct she  realizes  what  reactions  are  taking  place  in  the 
customer's  mind;  and  she  knows  which  levers  are  the  most 
desirable  to  pull  in  different  situations.     If  the  unscien- 


66 


RETAIL    SALESMANSHIP 


KNOWING   THE    CUSTOMER 


67 


tific  salesperson  pulls  the  right  lever  in  any  situation  it  is 
entirely  by  chance ;  it  is  just  as  possible  for  the  wrong  lever 
to  be  pulled.  In  other  words,  the  latter  salesperson  is 
working  in  the  dark  while  the  former  sees  her  operations 
distinctly  by  the  light  of  knowledge. 

Certain  motives  for  buying,  certain  instincts,  are  com- 
mon to  all  people.     Some  are  stronger  in  some  people, 
others  have  greater  Influence  with  other  people,  but  every 
person  has  certain  instincts  which,  although  apparently 
dormant,  if  appealed  to  effectively  will  spring  into  activity 
and  initiate  action  in  the  direction  desired.     A  knowl- 
edge of  these  insincts  is,  then,  very  necessary  in  salesman- 
ship.    If  known  and  understood  they  can  be  used  as  in- 
struments with  which  to  forge  out  sales.     In  a  sense  they 
can  be  considered  as  the  levers  which,  if  pulled  tactfully, 
will  ring  up  sales  in  the  cash  register.     They  are  the 
points  of  contact  that  every  sales  talk  should  make  use 
of;  and  just  to  the  extent  that  these  known  aids  to  selling 
are  intelligently  utilized  can  any  sales  talk  be  considered 
truly   effective.     From   the   standpoint   of   salesmanship 
the  following  instincts  are  the  most  important. 

I.  Self-preservation.  By  means  of  this  instinct  man 
has  been  enabled  to  survive  the  natural  terrors  and 
dangers  of  his  environment.  Stone  clubs  and  other  crude 
weapons  were  made  and  used  against  wild  animals  and 
hostile  races  in  order  to  preserve  the  physical  self,  while 
the  necessity  of  providing  sustenance  and  shelter  was  like- 
wise paramount.  Through  ages  of  time  these  two  neces- 
sities for  self-preservation  primarily  interested  all  man- 
kind. Within  recent  years,  since  the  industrial  and  agri- 
cultural revolutions,  man's  ability  to  produce  sustenance 
and  shelter  has  increased  many  thousand  fold,  thereby 
making  mere  physical  preservation  comparatively  easy; 


while  inventions  and  the  production  of  great  wealth  have 
enabled  the  western  peoples  to  organize  armies  and  build 
navies  which  preserve  the  people  from  hostile  outside 
forces,  thus  removing  what  was  formerly  one  of  the  chief 
dangers  to  individual  and  collective  existence. 

What  then  is  the  significance  of  the  instinct  of  self- 
preservation  at  the  present  time?  The  necessity  of  pre- 
serving the  physical  self  has  been  replaced  by  that  of  main- 
taining the  social  self.  The  present-day  economic  strug- 
gle is  not  waged  around  physical  existence  or  even  physical 
well  being,  but  it  centers  in  maintaining  a  standard  of  liv- 
ing or  a  set  of  conditions  necessary  to  mental  comfort. 
Self-preservation  today  consists  largely  in  keeping  one's 
social  image  intact,  that  is,  In  maintaining  the  kind  of 
person  that  people  think  we  are.  How  to  preserve  our 
social  self,  I.  e.,  what  people  think  we  are,  has  indeed  be- 
come a  necessity  as  well  as  a  problem.  We  can  only  pre- 
serve this  all-important  "  self  "  by  ascertaining  continu- 
ally what  goods  other  people  think  necessary  to  maintain 
their  "  selves,"  and  by  comparing  our  "  selves  "  with  our 
conception  of  the  social  image  of  our  "  selves." 

This  Is  where  the  salesperson  places  the  entering  wedge. 
If  It  can  be  intimated  In  a  tactful  manner  that  the  cus- 
tomer's social  self  will  suffer  through  failure  to  purchase 
an  article,  a  powerful  instinct  has  been  appealed  to  which 
will  tend  to  produce  action  satisfying  to  itself.  If  the 
customer  feels  for  an  instant  that  her  "  self  "  as  others 
see  her  (social  self)  will  not  be  preserved  unless  a  cer- 
tain action  Is  taken,  the  chances  are  greatly  in  favor  of 
that  action  being  taken.  But  first  of  all  the  customer 
must  see  the  situation  clearly.  Then  she  must  be  made 
to  feel  what  a  disparaged  social  self  would  mean  to  her 
mental  comfort. 


68 


RETAIL   SALESMANSHIP 


How  this  can  be  accomplished  in  any  individual  case 
is  something  for  each  salesperson  to  work  out  for  her- 
self.    No  general  rule  can  be  laid  down  to  cover  all 
eventualities.     Salespeople  selling  wearing  apparel  and 
household  furnishings  have  especially  good  possibilities 
for  making  practical  use  of  this  instinct.     Either  sex  will 
usually  buy  a  new  garment  if  it  believes  that  its  "  self  " 
(as  viewed  by  others)  will  be  strengthened  thereby ;  but  in 
every  case,  if  circumstances  permit,  a  new  garment  will 
be  purchased  rather  than  have  the  social  self  reduced  in 
importance.     Mental  comfort  has  become  as  important 
as  physical  comfort  formerly  was.     The  clever  salesper- 
son devises  ways  and  means  of  showing  the  customer  how 
purchases  of  certain  goods  are  conducive  to  this  much 
valued  mental  comfort  and  how  going  without  certain 
goods  is  not  worth  while  because  of  the  mental  anguish 
caused  by  what  others  think.      Clear  cut  ideas  leading 
toward   a   definite   effect  must   be   given   the   customer. 
What  the  salesperson  desires  to  do  should  be  clearly 
visualized  and  then  the  best  methods  devised  for  attain- 
ing this  object.     Instincts  such  as  this  when  dealt  with 
in  a   definite  manner  produce   definite  results.     Only  a 
clearly  thought  out  method  of  approach  will  secure  sales. 
Until  the  salesperson  is  willing  to  take  the  time  to  ascer- 
tain just  how  she  is  going  to  appeal  to  the  instinct  of  self- 
preservation  in  selling  different  articles,  it  were  better 
that  it  be  left  alone.     With  study,  however,  this  instru- 
ment of  approach  will  prove  effective. 

2.  Vanity.  Everybody  has  a  streak  of  vanity  but 
some  people  have  a  more  prominent  streak  than  others. 
Where  this  instinct  is  strong  it  has  powerful  potentiality 
for  sales.  Dress  is  very  often  a  good  index  of  vanity. 
The  man  or  woman  dressed  gaudily  in  order  to  attract 


KNOWING   THE    CUSTOMER 


69 


attention  is  especially  vain.  Between  this  extreme  and 
the  conservatively  dressed  people  are  all  degrees  of  van- 
ity. Where  it  is  prominent  and  appears  to  be  a  con- 
trolling factor  in  the  customer's  actions  it  should  be  ap- 
pealed to  strongly  and  consistently ;  where  it  is  slumbering 
beneath  the  surface  it  should  be  awakened  by  a  gentle 
but  not  insistent  appeal.  But  every  sales  talk  should 
have  some  appeals  to  vanity.  They  should  be  written 
down  if  necessary  in  order  that  they  will  become  con- 
nected up  with  the  article  in  the  salesperson's  mind  and 
hence  will  not  be  forgotten  when  they  are  most  needed. 

How  this  powerful  instinct  may  be  appealed  to  differs 
of  course  with  different  goods.  A  ready-to-wear  sales- 
person will  place  the  garment  on  the  customer  and  then 
step  back,  look  admiringly  at  her  and  speak  with  en- 
thusiasm of  the  combination.  The  customer's  vanity  is 
being  appealed  to  when  a  salesperson  selling  linens  says 
to  the  customer,  ''  I  see  you  are  a  good  judge  of  linens  "; 
when  a  kitchen  utensil  salesperson  says,  ^'  Being  a  skilled 
cook  you  will  especially  appreciate  this  new  arrange- 
ment " ;  when  a  furniture  salesperson  says,  ''  Very  few 
people  appreciate  our  efforts  to  bring  out  the  latest  de- 
signs; I  am  so  glad  you  admire  them  ";  when  a  drapery 
salesperson  remarks,  ''  I  am  sure  you  would  not  be  satis- 
fied with  anything  but  the  latest";  when  a  phonograph 
salesperson  exclaims,  "  We  have  some  new  records  from 
your  favorite  artists  ";  when  a  ready-to-wear  salesperson 
says  to  a  customer  whose  husband  has  given  his  opinion 
regarding  some  garments,  "  Men  certainly  know  '  right ' 
garments."  Every  article  has  within  itself  an  appeal 
to  a  customer's  vanity,  but  this  appeal  is  not  always  ap- 
parent. It  can  usually  only  be  discovered  and  applied 
after  careful  study  of  the  goods. 


■:S 


70 


RETAIL    SALESMANSHIP 


Vanity  Is  appealed  to  by  repeating  important  remarks 
of  the  customer.     One  salesperson  oftentimes  says,  "  As 
you  just  said,  etc.,  etc.,"  or,  "  The  point  you  brought  out 
is  a  good  one,"  or,  ''  Your  way  of  putting  it  was  just 
right."     If  anything  that  the  customer  says  is  repeated, 
confirmed  or  enlarged  upon,  the  customer  unconsciously 
feels  that  her  opinions  are  of  some  importance,  and  as  a 
result  a  pleasurable  sensation  is  experienced.     Customers 
like  to  shop  where  they  are  "  felt  to  be  somebody  " ;  where 
their  ego  can  expand.     Salespeople  should   appreciate 
this  fact  much  more  than  they  do  and  provide  the  en- 
vironment that  the  customer  desires,  even  though  that 
desire  is  an  unconscious  one.     When  this  is  done  custom- 
ers feel  that  they  are  "  understood." 

A  customer's  vanity  is  appealed  to  when  the  salesper- 
son addresses  her  by  name,  and  title  if  she  has  one.  To 
say,  "  Good  morning,  Mrs.  Jones,"  is  to  individualize 
that  person  thereby  distinguishing  her  from  Mrs.  Brown 
or  Mrs.  Smith.  To  be  solicitous  of  the  customer's  wel- 
fare, to  do  unexpected  favors,  to  approach  her  promptly, 
to  defer  to  her  desires,  all  these  things  are  appeals  to  the 
customer's  vanity.  These  appeals  to  vanity  are  often 
overlooked  but  are  usually  more  common  than  appeals  to 
vanity  in  sales  talks.  The  latter  is  what  this  discussion 
especially  attempts  to  emphasize. 

Vanity  should  be  looked  upon  as  a  device  to  secure 
sales  just  as  the  show  cases  and  advertisements  exist  for 
that  purpose.  A  merchant  who  does  not  advertise  or 
make  use  of  the  latest  improvements  in  store  equipment 
and  design  can  justly  be  condemned,  but  no  more  than 
can  the  salesperson  who  has  selling  devices  such  as  in- 
stincts at  her  service  but  fails  to  utilize  them.  Vanity  is 
as  much  a  part  of  human  beings  as  are  eyes  or  ears  and  it 


KNOWING   THE    CUSTOMER 


71 


Is  just  as  legitimate.  If  this  Is  so,  why  should  the  senses 
be  appealed  to  but  not  the  instincts?  Such  practice  is 
common,  no  doubt,  due  to  the  fact  that  the  sense  organs 
are  obvious  —  they  can  be  seen,  while  the  powerful  in- 
stincts are  not  visible  and  are  therefore  overlooked.  As 
the  instincts  become  better  known  salespeople  will  gradu- 
ally devise  selling  appeals  to  them  just  as  they  have  done 
for  the  senses. 

3.  Parental.  Mothers  and  fathers  instinctively  prize 
their  children  above  everything  else.  They  will  not  hesi- 
tate to  risk  their  own  lives  to  save  them  from  bodily  in- 
jury neither  will  they  avoid  expense  if  they  believe  the 
welfare  of  their  children  will  be  bettered  thereby.  Par- 
ents are  responsible  for  the  condition  of  their  children's 
social  self,^  and  in  any  particular  case  If  made  to  real- 
ize this  by  the  salesperson,  they  will  endeavor  to  pro- 
tect it  as  they  would  protect  their  own  social  selves, 
only  to  a  greater  extent.  Thus  a  salesperson  can  often 
appeal  to  two  Instincts  at  the  same  time  thereby  increas- 
ing materially  the  total  effectiveness  of  the  selling 
appeal. 

The  limits  between  which  the  parental  Instinct  can  be 
utilized  are  only  fixed  by  the  Ingenlousness  and  construc- 
tive capacity  of  the  salesperson.  Some  salespeople  will 
see  possibilities  for  its  use  where  others  do  not.  A  wo- 
man, accompanied  by  her  little  girl,  having  just  made  a 
purchase  was  about  to  leave  the  ladies'  ready-to-wear 
department  when  the  salesperson  took  some  furs  from  a 
nearby  table  and  placed  them  on  the  child.  The  mother 
was  impressed  with  their  appearance  as  was  also  the 
child.  The  result  was  that  the  mother  purchased  the 
furs  for  her  daughter.     Here  two  instincts  were  appealed 

^  See  page  67. 


i 


72 


RETAIL   SALESMANSHIP 


KNOWING   THE    CUSTOMER 


73 


to,  VIZ.,  parental  and  possession.^  The  mother  did  not 
have  the  heart  to  withhold  from  the  child  that  which 
meant  so  much  and  was  so  becoming  to  her.  Perhaps 
another  salesperson  would  have  seen  no  possibilities  in 
this  situation  to  appeal  to  the  parental  Instinct. 

To  Illustrate  this  point  further,  an  example  already 
used  elsewhere  ^  to  clarify  another  point  may  be  used. 
It  will  be  remembered  that  the  father  hesitated  to  buy  the 
diamond  ring  for  his  daughter  because  he  believed  it 
would  make  her  vain.  The  salesperson  pulled  the  lever 
of  parental  Instinct  when  she  said,  "  This  diamond  is  the 
most  beautiful  and  permanent  form  In  which  you  can 
show  your  affection  for  your  daughter.''  Another  sales- 
person might  have  taken  the  rebufF  from  the  customer 
and  sought  no  further  reasons  why  the  ring  should  be 
purchased.  There  are,  no  doubt,  reasons  that  could 
be  devised  against  the  purchase  of  every  article,  but  there 
can  likewise  be  devised  reasons  for  the  purchase  of  every 
article.  The  salesperson  who  can  devise  the  most  logical 
reasons  why  her  goods  should  be  purchased  is  laying  the 
foundation  for  larger  sales. 

A  vacuum  cleaner  salesperson  appeals  to  the  parental 
instinct  by  showing  that  dusty  carpets  endanger  the 
health  of  little  children  who  play  on  them.  The  book 
salesperson  claims  that  children  should  have  greater  ad- 
vantages than  their  parents  had  if  they  are  to  get  any- 
where in  the  world  at  the  present  time.  The  musical 
instrument  salesperson  sees  a  possibility  of  the  child  de- 
veloping its  taste  for  music.  The  hardware  salesper- 
son believes  that  the  boy  should  have  tools  with  which  to 
develop  his  mechanical  ingenuity.     A  picture  salesperson 

1  See  page  74. 

2  Page  48. 


tells  the  mother  that  certain  pictures  will  inspire  her  chil- 
dren. 

If  the  children  are  with  the  mother  or  father,  all  the 
attention  consistent  with  propriety  should  be  paid  them. 
The  parents  are  flattered  by  any  complimentary  attention 
to  their  children.  If  the  children  shop  without  their 
parents  they  should  be  treated  with  every  consideration 
because  their  likes  and  dislikes  have  weight  with  their 
parents.  When  a  child  praises  a  certain  salesperson  or 
store  its  parents  hold  a  more  favorable  Impression  of  that 
store  or  salesperson,  while  if  the  child  makes  adverse 
criticism  the  parent  may  conclude  that  the  store  has  taken 
some  advantage  of  the  child.  With  the  parent,  her  child 
is  right.  Pranks  may  be  played  and  trouble  started  but 
her  boy  or  girl  "  wouldn't  think  of  doing  such  a  thing." 
Since  it  Is  difficult  If  not  Impossible  to  disillusion  parents 
regarding  the  real  character  of  their  children,  it  behooves 
salespeople  to  so  treat  children  that  they  and  their  store 
are  well  spoken  of  in  the  homes  of  the  community.  Such 
a  policy  Is  also  necessary  for  another  reason,  viz.,  the 
customers  of  tomorrow  are  the  children  of  today. 

4.  Companionship.  People  enjoy  the  companionship 
of  others,  and  anything  that  will  make  others  desire  one's 
companionship  is  thought  to  be  especially  desirable.  If 
any  garment  will  make  one  more  companionable;  if  cer- 
tain house-furnishings  will  make  people  want  to  get  ac- 
quainted with  us;  if  rare  pictures,  china,  tapestries,  linens 
or  silver  will  make  our  companionship  more  sought  after; 
if  certain  cooking  utensils  will  facilitate  the  production 
of  meals  that  will  leave  a  favorable  and  lasting  impres- 
sion on  our  guests;  in  fact,  if  a  customer  can  purchase 
anything  that  will  make  it  desirable  for  people  to  become 
acquainted  with  her,  she  will  be  inclined  to  do  so. 


\' 


74 


RETAIL   SALESMANSHIP 


Human  beings  are  gregarious  animals.  To  be  iso- 
lated from  one's  fellow  beings  is  a  great  hardship.  To 
be  the  center  of  attraction  is  a  great  source  of  mental 
comfort.  What  capacity  for  achieving  this  desirable  end 
has  any  article?  If  this  question  is  asked  of  every  article 
the  salesperson  is  selling,  and  if  a  careful  study  is  made 
to  find  an  answer  to  it,  new  possibilities  of  appeal  will 
be  found  in  the  commonplace  goods  around  us.  Some 
goods,  of  course,  have  a  greater  capacity  in  this  direction 
than  others,  but  most  all  goods  have  some  capacity,  di- 
rectly or  indirectly,  of  attracting  people  toward  the  pos- 
sessor. 

5.  Possession.     People    reluctantly    part    with    that 
which  they  have  once  had  in  their  possession.     This  fact 
is  often  illustrated  in  the  case  of  children.     A  mother 
promises  her  child  a  doll.     The  child's  face  lights  up 
with  pleasure  but  the  matter  is  soon  forgotten.     Later 
on,  the  mother  points  out  the  doll  on  the  shelf  in  the 
store.     The  child  is  extremely  pleased  for  a  short  period 
of  time  but  other  things  soon  distract  its  attention  and 
the  doll  is  forgotten.     A  few  days  later  when  the  time 
for  purchase  has  come,  the  doll  is  taken  down  from  the 
shelf  to  be  wrapped  up.     The  child  begs  to  hold  the  doll 
and  is  allowed  to  do  so.     Then  the  mother  tries  to  per- 
suade the  child  to  return  the  doll  to  the  salesperson  so 
that  it  may  be  wrapped  up.     Does  she  succeed?     It  is 
indeed  an  exceptional  child  if  it  does  not  struggle  to  main- 
tain that  which  it  has  in  its  possession.     The  "  mine  " 
feeling  is  predominant.     What  a  few  moments  before 
was  just  a  doll  is  now  "  my  doll."     To  relinquish  it  would 
be  to  give  up  a  part  of  "  self."     This,  every  one  (not 
only  children)  finds  it  most  difficult  to  do;  for  when  the 
instinct  of  possession  is  utilized  in  selling  goods  the  goods 


KNOWING   THE    CUSTOMER 


75 


in  a  sense  become  a  part  of  the  customer.  To  construct 
this  intimate  relation  between  the  customer  and  the  goods 
is  very  necessary  in  the  making  of  sales. 

This  fact  is  illustrated  by  the  following  incident.  A 
large  5  and  10  cent  store  system  was  accustomed  to  dis- 
play pocket  flashlights  on  an  open  table,  but  due  to  the 
fact  that  many  of  them  were  broken  or  rendered  useless 
by  reason  of  the  constant  handling  by  customers,  an 
order  was  issued  to  inclose  all  of  this  line  of  goods  in  a 
glass  case.  Three  months  later  this  order  was  rescinded 
and  instructions  were  given  to  restore  the  flashlights  to 
the  open  tables.  In  the  brief  period  of  three  months  it 
had  been  found  that  it  was  better  to  have  large  sales  with 
some  broken  flashlights  than  to  have  small  sales  and 
no  broken  flashlights.  When  customers  were  permitted 
to  handle  the  flashlights,  i.  e.,  were  able  to  be  in  posses- 
sion of  them  for  a  few  moments  and  could  operate  them 
as  their  own,  the  instinct  of  possession  was  functioning, 
while  this  was  not  the  case  when  the  flashlights  were  dis- 
played under  glass.  In  selling  goods  the  instinct  of 
possession  must  constantly  be  taken  into  account. 

Only  in  comparatively  recent  times  have  merchants 
made  extensive  use  of  this  instinct.  This  is  true  not 
only  as  regarding  the  display  of  goods  but  also  in  the 
matter  of  returned  goods.  When,  half  a  century  ago 
in  Philadelphia,  John  Wanamaker  advertised  that  goods 
could  be  taken  out  of  the  store  on  approval,  his  com- 
petitors thought  that  he  was  insane.  The  latter  believed 
that  the  public  would  impose  on  any  store  adopting  such 
a  policy.  They  did  not  realize  that  while  some  loss 
would  result  from  this  plan,  this  would  be  more  than 
offset  by  the  increased  sales  resulting  from  the  appeal 
to  the  instinct  of  possession.     Since  this  pioneer  effort 


7^  RETAIL   SALESMANSHIP 

by  a  far  sighted  merchant  most  retailers  have  adopted  the 
policy  of  goods  sent  out  on  approval.^ 

"  Goods  sent  out  on  approval  "  can  be  considered  as 
only  an  extension  of  the  principle  of  open  display  within 
the  store.  Within  the  store  the  customer  can  handle  or 
possess  any  article  for  only  a  few  minutes  and  the  *'  mine  '* 
feeling  oftentimes  does  not  have  time  to  harden  or  crys- 
tallize into  decision.  The  longer  the  period  of  posses- 
sion, however,  the  stronger  the  "  mine  "  feeling;  so  when 
the  article  is  taken  home  for  two  or  three  days  and  placed 
in  a  familiar  environment,  time  is  given  for  this  feeling 
of  attachment,  this  feeling  of  reluctance  to  return  a  pos- 
sessed thing,  to  develop. 

Some  articles  cannot  be  sent  out  on  approval  but  many 
are  capable  of  being  thus  used  without  injury  to  them- 
selves. Household  furnishings  like  rugs,  draperies  and 
furniture,  ready-to-wear  that  is  not  easily  soiled,  pic- 
tures, musical  instruments,  sweepers  and  vacuum  clean- 
ers, hardware,  and  many  other  lines  are  daily  being  sent 
out  on  approval  by  stores  all  over  the  country  and  more 
sales  are  being  made  because  such  is  the  case.  Like  the 
handling  of  open  displays  in  the  store  the  sending  out  of 
goods  on  approval  means  much  expense  and  soiled  and 
damaged  goods,  but  if  the  increased  sales  more  than  off- 
set this  loss  the  policy  can  be  justified.  That  this  is  the 
situation  seems  to  be  indicated  by  the  persistence  of  the 
policy. 

6.  Imitation.  It  seems  to  be  a  fundamental  trait  of 
human  beings  to  unconsciously  imitate  the  sayings,  doings 
and  dress  of  others.  Let  one  gaze  into  the  open  sky 
and  soon  a  crowd  of  people  are  looking  in  the  same  dl- 

1  Several    large   merchants   in    the   Middle   West    adopted    this    policy 
about  the  same  time  as  did  V^anamaker. 


KNOWING   THE    CUSTOMER 


77 


rection.  Let  one  stop  and  look  intently  into  a  show 
window  and  soon  others  will  be  doing  the  same.  Let 
some  fad  come  out  and  a  following  Is  rapidly  secured  for 
it.  Let  some  one  In  a  gathering  yawn,  chew  gum,  or 
smoke,  and  the  general  tendency  is  to  imitate  these  ac- 
tions. 

The  salesperson  often  appeals  -to  this  instinct  by  sny- 
Ing,  "  These  are  good  sellers,''  or,  **  We  sell  a  lot  of 
these."     The  tendency  is  for  people  to  buy  what  other 
people  are  buying.     If  we  go  to  the  box  office  to  pur- 
chase tickets  for  a  show  and  see  that  only  a  few  tickets 
have  been  sold,  the  tendency  Is  to  turn  away  without  pur- 
chasing, while  a  shortage  of  tickets  Induces  us  to  quickly 
part  with  our  money.     Another  salesperson  will  appeal 
to  the  instinct  of  imitation  by  quoting  what  some  cus- 
tomer has  said  regarding  a  certain  article.     This  is  an 
indirect  way  of  Indicating  that  this  particular  customer 
has  purchased  this  article,  and  Is,  therefore,  especially 
effective.     To  directly  state  that  Mrs.  Jones  has  pur- 
chased a  certain  article  can  only  be  done  in  exceptional 
circumstances.     Very  often  such  a  statement  would  be 
strongly  resented  as  representing  an  attempt  to  influence 
the     customer's     opinion.     Unfortunately,     this     crude 
method  of  dealing  with  the  instinct  of  Imitation  has  been 
too  commonly  used,  and  because  it  has  often  irritated 
customers  the  instinct  of  Imitation  Itself  has  been  con- 
demned as  one  not  capable  of  favorable  appeal  in  selling 
goods.     The  trouble  is  not  with  the  Instinct  but  with 
the  open  manner  In  which  It  Is  used.     Much  care  must 
be  exercised  In  making  such  appeals  so  that  the  mechan- 
ism Is  not  obvious.     The  mechanics  of  selling  Is  a  means 
to  an  end,  viz.,  sales,  and  Is  not  the  end  Itself.     When 
the  method  or  technique  of  selling  Is  more  evident  than 


78  RETAIL   SALESMANSHIP 

the  meaning  of  the  method,  then  there  had  better  be  less 
method  or  at  least  a  change  in  it. 

Besides  telling  what  customers  have  said  regarding 
any  article,  another  method  of  employing  the  instinct  of 
imitation  is  to  indicate  somewhere  in  the  sales  talk  the  ex- 
periences that  customers  have  had  with  fhe  goods.     Thus, 
the  shoe  salesperson  may  say  that  Mrs.  Jones  likes  a 
"  turned  sole  "  because  it  conforms  so  readily  to  the  shape 
of  the  foot;  or,  Mrs.  Smith  uses  her  aluminum  pancake 
griddle  in  a  certain  manner;  or,  Mrs.  Black  has  worked 
out  a  delightful  color  scheme  by  using  certain  household 
furnishings.     Such  methods  of  appealing  to  the  instinct 
of  imitation  are  very  effective.     Many  good  qualities  of 
goods  can  be  brought  to  the  attention  of  the  customer, 
not  by  bald  statement  merely,  but  by  indicating  the  re- 
lationship of  these  qualities  to  certain  customer's  opin- 
ions, experiences  and  preferences.     Two  methods  of  at- 
tack are  thus  combined  and  the  result  is  doubly  effective 
in  convincing  the  customer. 

Again,  the  statement  of  objections  by  customers  often 
affords  an  opportunity  of  answering  them  through  an  ap- 
peal to  the  instinct  of  imitation.  If  the  customer  thinks 
that  the  shoe  salesperson  is  fitting  her  "  too  long,"  per- 
haps Mrs.  Jones  thought  the  same  thing  but  was  after- 
wards pleased  because  she  accepted  the  salesperson's 
advice.  If  the  customer  thinks  that  the  price  of  a  rug  is 
"  too  high,"  perhaps  Mrs.  Smith  had  the  same  feeling 
until  she  realized  that  the  value  of  the  rug,  because  of 
certain  features,  was  equal  to  the  price.  If  the  cus- 
tomer feels  that  a  broad  brimmed  hat  makes  him  look 
"  funny,"  possibly  his  neighbor  had  the  same  feeling 
which  disappeared  when  he  became  accustomed  to  it. 


It 


KNOWING  THE   CUSTOMER 


79 


When  objections  are  answered  by  appeals  to  the  instinct 
of  imitation  as  in  these  cases,  customers  are  inclined  to 
imitate  the  action  of  those  whom  they  know,  and  trust 
that  their  satisfaction  will  prove  as  favorable  as  that  of 
their  acquaintances.  Unconsciously  to  the  customer, 
such  appeals  to  the  instinct  of  imitation  challenge  her  self- 
respect;  because  if  other  people  made  the  same  objections 
as  she  did  and  yet  purchased  the  article^  why  should  not 
she  see  the  invalidity  of  these  objections  as  they  did?  In 
other  words,  if  she  imitates  some  people  in  making  certain 
objections,  why  should  not  she  also  imitate  them  in  pur- 
chasing the  goods  against  which  the  objections  have 
been  levied?  People's  minds,  like  water,  follow  the  line 
of  least  resistance.  In  this  case,  the  line  of  least  resist- 
ance is  to  imitate  certain  persons  in  purchasing  an  article, 
because  they  have  already  been  imitated  when  the  same 
objections  as  they  gave  were  stated.  To  imitate  once  is 
to  make  it  easier  to  imitate  again.  Appeals  that  show 
how  a  customer  has  already  imitated  make  it  easy  for  her 
to  imitate  again  although  in  a  different  way. 

Perhaps  it  is  not  superfluous  to  state  that  great  care 
must  be  exercised  in  the  selection  of  persons  suitable  as 
objects  of  imitation.  The  persons  thus  used  must  be  ad- 
mired by  the  customer  or  held  in  respect,  otherwise  there 
will  be  no  incentive  to  imitate.  Reference  to  a  person 
who  is  repulsive  to  the  customer,  or  one  held  in  low  es- 
teem, is  courting  disaster  to  the  sale.  Like  all  other 
devices  of  selling,  the  instinct  of  imitation  must  be  used 
with  caution  and  in  an  intelligent  way.  Unless  this  is 
done  it  can  operate  no  more  effectively  than  the  mower 
that  is  run  over  stones.  Under  certain  conditions  mow- 
ers work  efficiently,  and  likewise  only  under  certain  con- 


8o 


RETAIL   SALESMANSHIP 


ditions  will  the  machinery  of  salesmanship  do  what  is 
expected  of  it.  These  "  conditions  "  the  salesperson 
must  secure. 

7.  Curiosity.     It  seems  to  be  characteristic  of  human 
nature  to  speculate  on  the  true  significance  of  that  which 
is  not  fully  apparent.     When  a  store  sale  is  going  on  and 
the  show  windows  are  plastered  so  thick  with  announce- 
ments of  the  sale  that  what  is  transpiring  inside  is  a 
matter  of  speculation,  people   stand   outside   "wonder- 
ing"  how  many  people   are  inside   and  whether  there 
really  are  the  bargains  announced.     Usually  this  won- 
dering or  curiosity  can  only  be  satisfied  by  entering  the 
store  and  seeing  for  one's  self.     Again,  because  of  little 
incidents  certain  people  have  mentioned  from  time  to  time 
in  their  conversation  with  others,  much  speculation  often 
arises  as  to  people's  ages,  degrees  of  wealth,  domestic 
happiness,  social  connections,  etc.     Advertisements  play 
upon  the  instinct  of  curiosity  when  they  present  puzzle 
pictures  or  problems  to  be  solved.     A  cleverly  written 
story  appeals  to  this  instinct  when  the  outcome  of  the 
plot  is  uncertain.     The  reader's  interest  is  maintained 
to  the  finis  because  he  knows  that  he  will  not  be  "  satis- 
fied "  unless  he  finishes  the  story,  i.  e.,  his  curiosity  will 
not  be  satisfied.     The  public  speaker  giving  a  series  of 
lectures  holds  the   interest  of  his  hearers  through   the 
series  by  dropping  hints  as  to  what  is  going  to  be  dis- 
cussed, but  he  is  careful  not  to  give  enough  of  the  future 
lectures  to  satisfy  the  curiosity  of  his  audience.     A  great 
evangelist    holds    the    attention    of   his    hearers    partly 
through  use  of  this  instinct.     People  "  wonder  what  he  is 
going  to  do  next." 

If  the  instinct  of  curiosity  is  capable  of  being  utilized 
to  such  an  extent  in  other  fields,  has  it  as  great  possi- 


KNOWING   THE    CUSTOMER 


81 


bilities  in  retail  selling?  Efficient  salespeople  all  over 
the  country  have  answered  this  question  in  the  affirma- 
tive. They  have  succeeded  in  appealing  to  the  custom- 
er's curiosity  in  many  ways.  No  matter  what  line  the 
salesperson  is  handling,  careful  study  will  reveal  such 
methods  of  holding  attention,  securing  interest,  creating 
desire  and  inducing  decision  to  buy.  Methods  like  these 
do  not  come  to  the  salesperson's  consciousness  on  the 
spur  of  the  moment.  Only  in  rare  cases  is  this  true. 
Preparation  of  selling  talks  in  advance  is  the  only  cer- 
tain way  to  build  up  selling  eflficiency  that  is  the  result 
of  making  varied  appeals  to  every  feeling  that  is  directly 
or  indirectly  connected  with  the  forming  of  a  decision. 

Some  indication  how  such  appeals  can  be  made  may  be 
helpful.  A  grocery  salesperson  over  the  phone  appeals 
to  the  customer's  curiosity  when  he  describes  the  delicious- 
ness  of  the  pears,  but  adds,  "  Of  course  you  cannot  real- 
ize how  really  fine  they  are  until  you  have  tasted  them." 
Speculation  as  to  how  they  will  taste  and  whether  or  not 
they  will  be  as  excellent  as  described,  demands  satisfac- 
tion, and  this  can  only  be  accomplished  by  ordering  and 
eating  them.  A  ladies'  ready-to-wear  salesperson  says 
to  a  woman  who  has  tried  on  a  suit  coat  and  is  undecided 
whether  she  wants  it,  "  It  will  look  altogether  different 
when  you  get  the  skirt  on."  How  it  will  actually  look 
the  customer  can  only  surmise,  but  this  very  element  of 
wonder  holds  her  interest  and  makes  her  susceptible  to 
the  suggestions  of  the  salesperson,  as  well  as  enabling  the 
latter  to  present  the  entire  suit  under  the  most  favorable 
conditions.  The  silk  underwear  salesperson  says,  "  If 
you  have  never  worn  silk  underwear  you  really  cannot 
imagine  how  delightful  is  the  sensation  of  its  sheer,  soft 
touch."     Here   the   customer's  imagination  is   strongly 


■I.: 


82 


RETAIL   SALESMANSHIP 


r, 


appealed  to  but  likewise  her  curiosity  as  to  just  how  the 
underwear  would  ''  feel.''  A  furniture  salesperson  may 
develop  the  customer's  interest  by  thus  appealing  to  her 
curiosity:  "  Perhaps  you  would  be  interested  in  knowing 
how  this  effect  is  produced." 

The  salesperson  can  make  good  use  of  the  instinct  of 
curiosity  in  the  first  step  of  the  selling  process,  i.  e.,  in 
gaining    the    customer's    attention.     Phrases    such    as, 
"Have  you  seen  this  new  material?"  "There  are  sev- 
eral features  recently  added  to  this  article  which  give  it 
unique  distinction,"   "  These  goods  have  gone  through 
a  special  process  that  makes  them  less  liable  to  warp," 
"  It  is  only  with  the  greatest  difficulty  that  these  furs  can 
be  secured  at  the  present  time,"  "  These  hose  have  re- 
cently been  subjected  to  a  severe  test  in  order  to  ascer- 
tain their  tensile  strength,"  all  these  appeal  more  or  less 
strongly  to  the  instinct  of  curiosity.     Certain  words  or 
phrases  in  these  sentences  such  as,  "  new,"  "  features  re- 
cently added,"  "  special  process,"  "  greatest  difficulty," 
"severe  test,"  lend  themselves  to  speculation.     Some- 
thing more  must  be  added  if  their  meaning  is  to  be  clear. 
In  order  to  get  her  curiosity  satisfied  the  customer  must 
give  the  salesperson  her  attention,  and  this  is  all  that 
the  latter  should  wish  for.     When  attention  has  been 
secured  it  devolves  upon  the  salesperson  to  give  such  a 
sales  talk  that  the  customer  will  desire  the  goods  intensely 
enough  to  buy  them.     Specialty  salespeople   and  com- 
mercial travelers  often  consider  the   sale  three-fourths 
made  if  they  can  get  an  audience,  i.  e.,  the  customer's  at- 
tention.    Curiosity,  cleverly  appealed  to  through  phrases 
such  as  those  described,  is  a  valuable  device  in  attracting 
customers'  attention  to  the  goods. 

The  other  steps  in  the  selling  process  (securing  inter- 


i 


KNOWING  THE   CUSTOMER 


83 


est,  creating  desire  and  inducing  decision)  are  also  often 
more  easily  reached  by  making  use  of  this  instinct. 
When  the  customer's  interest  is  lagging,  if  some  goods  are 
withheld  from  her  and  she  is  told  that  these  will  be  shown 
in  a  few  minutes,  her  curiosity  to  see  them  is  the  tonic  that 
enables  her  to  hold  interest  in  the  goods  at  hand.  Keep- 
ing back  some  of  the  goods  and  yet  referring  to  them  is 
a  method  often  used  to  tide  the  customer  over  a  restless 
period  and  thus  enables  the  salesperson  to  give  the  most 
effective  selling  points.  All  that  the  salesperson  should 
ask  for  is  an  opportunity  to  present  the  goods  in  the  most 
effective  manner  to  the  customer;  but  it  must  be  realized 
that  opportunities  can  be  "created"  (as  indicated  by 
devices  for  securing  attention),  and  the  "most  effective 
manner  "  is  something  for  the  salesperson  to  devise.  If 
conditions  are  not  conducive  to  efficient  presentation  of 
selling  points  then  some  device  must  be  used  to  create 
favorable  conditions.  Appeals  to  curiosity  are  very  often 
the  means  of  securing  the  right  "  conditions  "  for  the 
favorable  reception  of  the  sales  talk. 

8.  Hunting,,  People  hunt  for  the  joy  of  hunting. 
Sound-minded  men  will  spend  weeks  of  time  and  large 
sums  of  money  in  order  to  get  a  shot  at  a  deer  or  follow 
the  trail  of  some  wild  thing.  Whether  or  not  they  bag 
any  game  is  often  immaterial;  they  have  enjoyed  the 
hunt.  Because  of  the  impelling  power  of  this  instinct 
men  follow  winding  streams  for  miles  in  the  hope  of 
catching  the  wily  trout.  If  one  hole  does  not  materialize 
the  desired  fish  it  is  always  the  hole  just  around  the  bend 
that  must  have  a  "  big  fellow  "  in  it.  But  whatever  the 
result  of  the  day's  effort,  many  men  get  keen  enjoyment 
out  of  the  effort  itself. 

Not  only  does  the  hunting  instinct  exhibit  itself  in  the 


^  ^: 


ii4 


84 


RETAIL   SALESMANSHIP 


actions  of  men  but  likewise  in  those  of  the  opposite  sex. 
Women  when  they  go  shopping  or  bargain  hunting  are 
responding  to  this  instinct  as  much  as  are  men  who  go 
beast,  bird  or  fish  hunting.  The  principle  in  each  case 
Is  the  same;  only  the  object  hunted  is  different.  Most 
women  like  to  shop.  They  take  keen  pleasure  in  scenting 
out  the  "  good  values  " —  in  getting  bargains.  In  order 
to  realize  the  truth  of  this  assertion  one  need  only  observe 
stores  where  bargains  or  "  specials  "  have  been  adver- 
tised. The  hunting  ground  has  been  located  and  the 
hunt  begins.  It  is  no  exaggeration  to  say  that  the  hunt 
becomes  so  strenuous  at  times  that  physical  exhaustion 
takes  place.  Several  cases  are  known  to  the  writer  where 
customers  were  so  eager  to  get  at  the  bargain  squares, 
and  struggled  so  strenuously,  that  some  of  the  contest- 
ants fainted  and  had  to  be  taken  off  the  field.  No  fox 
hunter  ever  made  a  greater  effort  to  bag  a  fox  than 
some  customers  do  to  get  the  advantages  called  bar- 
gains. 

How  can  the  salesperson  capitalize  this  impelling  in- 
stinct? The  answer  Is,  only  by  knowing  when  specials 
or  bargains  are  offered  and  where  they  are  to  be  found. 
This  means  a  daily  knowledge  of  the  store  advertising. 
Recently  the  writer  unexpectedly  asked  a  department 
store  sales  force  of  two  hundred  people  what  specials 
were  being  offered  in  that  store  on  that  particular  day, 
and  only  ^ve^  per  cent  were  acquainted  with  the  special 
offers  outside  of  their  own  department.  In  some  cases 
the  salesperson  had  no  knowledge  of  the  specials  in  her 
own  department.  Obviously  under  such  conditions  cus- 
tomers cannot  have  adequate  knowledge  of  the  "  hunting 
grounds,''  unless  perchance  they  have  read  and  remem- 
bered the  advertisements  which  oftentimes  Is  not  the  case. 


\ 


KNOWING   THE    CUSTOMER 


85 


The  function  of  the  salesperson,  no  matter  what  her  de- 
partment, Is  to  act  as  guide  to  the  customer-hunter.  This 
does  not  mean  that  the  salesperson  should  personally  di- 
rect the  customer  to  the  departments  where  the  specials 
are  to  be  found,  because  very  often  the  salesperson  can- 
not leave  her  own  department,  but  It  does  mean  that 
adequate  descriptions  of  specials  should  be  given  together 
with  specific  directions  as  to  where  they  may  be  found. 
The  customer  is  usually  pleased  to  be  introduced  to  the 
floor  manager  who  may  be  able  to  conduct  her  to  the  de- 
partment she  Is  seeking.  It  Is  only  too  common  a  prac- 
tice, even  when  a  customer  asks  the  location  of  certain 
goods,  to  Indicate  In  a  general  and  indefinite  way  where 
they  may  be  found.  Unless  the  directions  are  specific 
the  customer's  ardor  Is  dampened,  and  as  a  result  the  de- 
partment asked  for  may  never  have  the  opportunity  of 
welcoming  her. 

Besides  a  feeling  of  Indifference,  another  reason  why 
departments  do  not  cooperate  to  a  greater  extent  with 
one  another.  Is  jealousy.  One  department  manager  Is 
sometimes  depressed  when  he  sees  the  growing  prosperity 
of  another  department,  and  his  negative  feeling  dominates 
those  working  under  him.  While,  perhaps,  the  latter  do 
not  openly  knock  the  rival  department,  they  at  least  do  not 
boost  it  or  call  Its  specials  to  the  attention  of  customers 
shopping  in  their  department.  Such  friction  is  Indeed 
unfortunate,  especially  so  because  it  prevents  utilization 
of  the  hunting  instinct.  If  each  department  knows  the 
Important  values  in  every  other  department,  a  firm 
foundation  for  appeals  to  the  hunting  instinct  of  custom- 
ers has  been  laid;  but  even  then  jealousy  must  give  way 
to  friendly  rivalry.  "  Each  for  all  and  all  for  each  " 
should  be  the  motto  of  every  department  store.     Only 


86 


RETAIL    SALESMANSHIP 


S: 


p' 


( 


by  following  such  a  broad  policy  can  the  maximum  sales 
in  all  departments  be  reached. 

9.  Building.  People  take  pleasure  in  constructing 
things.  To  watch  something  materialize  as  the  result 
of  human  effort  usually  affords  keen  enjoyment.  Suc- 
cessful appeals  have  been  made  to  this  instinct  by  "  knock 
down "  furniture  dealers.  In  reading  advertisements 
dealing  with  furniture  of  this  character,  the  imagina- 
tion of  the  customer  dwells  on  the  pleasure  to  be  derived 
from  "  putting  the  parts  together."  The  same  is  true 
of  "  knock  down  "  houses.  Patterns  appeal  to  this  in- 
stinct in  women.  If  the  salesperson  can  picture  the 
pleasure  to  be  secured  from  making  a  garment  and  can 
enable  the  customer  to  visualize  the  finished  product,  a 
strong  motive  force  for  purchasing  both  patterns  and 
materials  has  been  appealed  to. 

Widely  differing  kinds  of  goods  are  capable  of  appeal- 
ing to  the  instinct  of  building  or  construction:  lace, 
buttons,  piece  goods,  hat  forms  and  decorations,  beads, 
tools,  lumber,  paints,  house  fixtures,  dyes,  threads,  yarns 
and  many  other  items.  In  fact,  the  limits  to  this  appeal 
are  fixed  by  the  salesperson  herself.  Each  article  should 
be  studied  carefully  to  ascertain  its  possibilities  in  this 
direction.  Only  in  this  way  can  the  salesperson  be  cer- 
tain that  this  lever  is  being  utilized  to  its  fullest  extent  in 
inducing  customers  to  buy. 

Oftentimes  there  is  an  educational  element  involved 
in  building.  Children,  especially,  develop  muscle  coor- 
dination and  dexterity  by  weaving,  carving,  constructing 
things  out  of  blocks,  stone,  clay,  wood.  Iron  or  brass. 
Wherever  this  is  true  the  parental  ^  as  well  as  the  build- 
ing instinct  may  be  appealed  to. 

1  See  page  71. 


KNOWING   THE    CUSTOMER  87 

Besides  these  instincts  which  arc  the  most  important 
ones  for  the  salesperson  to  consider,  there  are  two  funda- 
mental traits  or  characteristics  of  human  nature  which  it 
will  be  well  to  remember  and  take  into  account  when  sell- 
ing goods.  These  are  selfishness  and  laziness.  Every- 
body is  selfish  and  everybody  is  lazy,  although  some  peo- 
ple are  more  selfish  and  lazy  than  others.  Proof  of  this 
statement  is  found  in  a  study  of  people's  actions  and  mo- 
tives. 

I.  Selfishness.  This  term  as  here  used  refers  to 
people  who  act  to  satisfy  Inward  cravings  of  their  being, 
but  not  necessarily  to  the  detriment  of  others.  Thus,  the 
slum  worker  who  leaves  luxury  and  cleanliness  and  goes 
to  years  of  labor  amid  filth  and  squalor  Is  often  called 
"  unselfish,"  when  In  reality  the  decision  to  accept  these 
conditions  results  from  a  desire  to  satisfy  the  feeling  of 
obligation  or  duty  found  in  the  innermost  self.  If  the 
impelling  motive  was  not  heeded,  satisfaction  would  not 
result.  Even  In  this  case,  then,  the  desire  to  satisfy  self 
plays  a  strong  part,  although  it  may  justly  be  claimed 
that  the  reason  for  this  motive  is  the  wretched  condition 
of  a  certain  class  of  people. 

Again,  a  husband  purchases  a  beautiful  dress  for  his 
wife.  People  say  he  is  an  unselfish  husband.  In  reality, 
he  may  be  Intensely  gratified  by  hearing  men  say,  *'  Look 
how  he  dresses  his  wife;  he  must  be  prosperous."  Or, 
perhaps,  the  lover  brings  a  box  of  candy  or  a  bouquet  of 
roses  to  his  sweetheart.  Self  Is  thereby  satisfied  and  a 
feeling  of  exultation  experienced  which  appears  to  bold 
advantage  beside  the  alternative  of  not  performing  this 
act. 

If  the  salesperson  can  subtly  indicate  to  the  customer 
that  self  will  be  propitiated  without  evil  consequences  to 


88 


RETAIL   SALESMANSHIP 


» 


Others  by  purchasing  certain  goods,  or  that  the  pleasure 
accruing  to  others  because  of  a  purchase  will  satisfy  self, 
a  strong  appeal  will  have  been  made  to  a  fundamental 
trait  of  human  nature.  Customers  may  have  been  dis- 
satisfied with  themselves  for  some  time  simply  because 
they  have  failed  to  provide  for  some  demand  of  their 
inner  selves  or  for  the  wants  of  those  whose  welfare  is 
intimately  connected  with  their  own.  Here  lies  a  strong 
motive  for  buying  if  the  salesperson  can  but  use  It.  If 
the  longing  to  content  self  can  be  satisfied  immediately  by 
the  purchase  of  goods,  the  salesperson  should  bring  forth 
the  "  reasons  why"  this  can  be  accomplished;  and  if  the 
customer  can  be  made  to  feel  In  her  own  mind  the  pleas- 
ure resulting  from  purchase,  sales  will  the  more  easily  and 
quickly  be  made. 

2.  Laziness.  The  statement  that  all  people  are  lazy 
may  be  thought  by  some  to  be  an  exaggeration.  This  is 
not  so.  Even  the  most  energetic  people  are  unconsciously 
looking  forward  to  the  end  of  the  day's  work  —  to  the 
time  when  their  duties  will  be  less  irksome.  Most  peo- 
ple while  zmlling  to  expend  effort  to  secure  desirable  ends, 
appreciate  any  person  or  device  making  the  end  attainable 
without  the  effort  or  with  less  effort. 

The  average  customer  does  not  of  course  analyze  mi- 
nutely why  she  likes  to  trade  in  some  stores  and  dislikes 
other  stores.  The  real  reasons  for  such  preferences  rest 
on  the  apparently  most  insignificant  acts  of  salespeople. 
The  salespeople  In  one  store  may  always  bring  the  goods 
to  the  customer  while  in  another  place  of  business  the 
customer  may  have  to  come  to  the  goods.  Or,  possibly, 
in  one  store  the  customer  is  always  carefully  seated  be- 
fore the  goods  are  shown  while  in  other  business  es- 
tablishments   this    act    of    the    salesperson    is    omitted. 


KNOWING   THE   CUSTOMER 


89 


Again,  perhaps  the  customer  is  promptly  met  in   one 
store  and  judiciously  escorted  to  the  department  where 
her  needs  can  be  most  punctiliously  satisfied,  while  In  some 
other  store  a  great  deal  of  energy  is  lost  in  searching  for 
the  merchandise  desired.     The  pleasure  and  satisfaction 
of  the  customer  in  all  cases  varies  directly  with  the  degree 
to  which  effort  in  buying  can  be  eliminated.     Fatigue, 
irksomeness   and   discomfort   are   distasteful   to  people, 
while  rested  bodies  and  mental  comfort  resulting  from 
mtelligent  service  produce  lasting  favorable  impressions 
of  the  store  in  the  customer's  mind.     At  a  later  time, 
when  she  is  debating  with  herself  as  to  where  she  will 
purchase,  the  favorable  impression  arising  in  her  mind 
when  thinking  of  a  certain  store  may  be  the  real  cause 
for  her  making  purchases  in  that  store.     Realization  by 
salespeople  that  this  all-powerful  total  impression  that 
induces  action  is  composed  of  many  smaller  impressions 
which  they  have  had  a  part  in  the  making,  would  tend  to 
insure  more  careful  handling  of  customers.     One  of  the 
most  favorable  impressions  that  any  store  can  make  on  a 
customer  is  the  elimination  of  effort  in  buying,  or  at  least 
its  reduction  to  a  minimum. 


CHAPTER  V 
KNOWING  THE  CUSTOMER  (continued) 

In  the  previous  chapter  likenesses  of  customers  were 
considered.  Elements  common  to  all  people  were  re- 
viewed in  their  relationship  to  selling  goods.  The  pres- 
ent chapter  has  to  do  with  the  differences  between  custom- 
ers, the  elements  that  make  it  possible  to  classify  people 
into  groups  for  purposes  of  selling  appeal.  Both  phases 
of  knowing  human  nature  (likenesses  and  differences)  are 
extremely  important  for  the  retail  salesperson. 

Knowing  the  different  types  of  customers  is  more  often 
overlooked  by  the  busy  salesperson  than  is  knowing  the 
goods,  possibly  because  the  former  knowledge  is  osten- 
sibly of  a  less  tangible  or  more  fanciful  character  than 
the  latter.  In  reality,  however,  careful  observation  by 
the  salesperson  of  the  customers  passing  through  her  de- 
partment will  reveal  definite  concrete  information  that 
can  be  used  as  a  basis  of  selling  appeals. 

At  first  sight,  the  many  customers  coming  under  the 
salesperson's  observation  may  appear  to  be  very  similar 
in  reaction  toward  sales  talks,  but  after  continued  analysis 
dis-tinct  types  of  individuals  emerge  from  the  mass  and 
different  methods  of  appealing  to  these  different  types 
present  themselves.  Emphasis  must  be  placed  on  the 
necessity  of  analysis.  Just  as  people  very  often  do  not 
see  characteristics  of  goods  which  are  in  no  way  con- 
cealed, even  though  they  are  looking  at  these  qualities, 

90 


KNOWING  THE   CUSTOMER 


91 


so  people  actually  fail  to  see  or  understand  human  beings 
notwithstanding  the  apparently  obvious  nature  of  their 
attributes.  Study  or  analysis  of  people,  as  well  as  of 
goods,  precedes  an  understanding  of  them. 

It  should  be  made  clear  at  the  start  that  it  is  impossible 
to  classify  all  human  beings  between  hard  and  fast  limits. 
The  different  types  of  customers  indicated  at  a  subsequent 
place  in  this  chapter  d'o  not  adequately  represent  all  peo- 
ple at  all  times  but  some  people  at  any  moment  of  time. 
In  other  words,  a  customer  may  be  a  certain  type  on  one 
day  and  a  different  type  at  some  other  time.  As  en- 
vironment or  physical  well-being  changes,  temperament 
undergoes  an  alteration  and  may  result  in  reconstruction 
of  the  human  type.  Illustrations  showing  how  salespeo- 
ple may  develop  certain  types  of  customers  will  be  given 
later.  Enough  has  been  said  at  present  if  the  salesper- 
son realizes  that  human  types  are  not  necessarily  stable 
although  oftentimes  such  may  be  the  case. 

In  the  last  analysis,  the  present  discussion  is  only  valu- 
able for  the  salesperson  if  it  indicates  how  to  deal  with 
the  customer  that  stands  before  the  counter  today  and 
does  not  theorize  on  how  to  deal  with  a  hypothetical 
type  that  may  appear  tomorrow.  Phrenology  is  omit- 
ted because  its  claims  have  long  since  been  disproved. 
Character  analysis  is  not  emphasized  because  it  harbors  a 
large  elem'ent  of  error  and  can  be  applied,  even  in  its  most 
simple  aspects,  only  by  those  with  training  and  power  of 
nice  discrimination.  Thus,  one  writer  on  this  subject 
says  that  an  obstinate  man  usually  has  greater  length 
between  the  chin  and  pate  than  between  the  hair  line  above 
the  forehead  and  the  nape  of  the  neck.  In  what  per- 
centage of  cases  this  assertion  holds  true,  the  writer  has 
been  unable  to  ascertain;  but  it  is  self-evident  that  ob- 


92 


RETAIL   SALESMANSHIP 


stinacy,  as  a  predominant  characteristic  In  any  customer, 
can  be  ascertained  In  a  less  cumbersome  manner.      The 
way  customers  act  Is  the  basis  for  the  classification  of  cus- 
tomers here  presented.     Disregarding  coloring,  stature, 
texture  of  skin,  shape  of  head,  etc.,  It  is  believed  that  the 
customer's  uppermost  feelings  and  characteristics  will  be- 
come evident  to  the  salesperson  by  carefully  observing 
modes  of  conduct.     Obstinacy  will  express  itself  by  cer- 
tain outward  indications  that  are  definite  and  can  be  re- 
lied upon.     Deliberatlveness,  impulsiveness  or  other  pre- 
dommating  traits  can  likewise  be  discovered  without  ap- 
peal to  the  bumps  on  the  customer's  head.     What  are  the 
most  common  types  of  customers  and  how  they  can  be 
discovered  and  appealed  to  will  now  be  considered. 

I.  The  Impulsive  or  Nervous  Customer.  The  im- 
pulsive customer  acts  In  response  to  her  feelings  which 
are  uppermost  In  her.  Her  emotions  are  easily  aroused 
and  lead  directly  to  action  unless  they  are  allowed  to  cool 
off.  As  a  result,  the  Impulsive  customer  must  be  rushed. 
When  desire  has  once  been  created  it  must  quickly  be 
developed  Into  decision,  otherwise  the  feelings  will  be- 
come less  intense  and  Incapable  of  Inducing  action.  Such 
types  are  very  often  "  talked  out  of  a  sale  "  by  uncom- 
prehending salespeople. 

As  an  Illustration  of  what  is  meant  is  the  story  of 
Mark  Twain's  attendance  at  a  missionary  meeting. 
After  listening  to  the  missionary's  plea  for  half  an  hour 
Mark  decided  that  he  would  give  a  dollar  to  the  cause 
when  the  collection  plate  came  around  — but  the  man 
kept  on  -talking.  At  the  end  of  three-quarters  of  an 
hour  Mark  decided  that  he  would  give  only  fifty  cents. 
At  the  end  of  an  hour  he  decided  that  he  would  give  noth- 
ing; and  finally,  when  the  collection  plate  did  come  around 


KNOWING   THE    CUSTOMER  93 

at  the  end  of  an  hour  and  a  half,  Mark  reached  in  and 
took  out  a  dollar  to  recompense  him  for  his  inconvenience. 

The  impulsive  customer  is  recognizable  by  means  of 
her  actions.  She  walks  into  the  store  in  a  quick,  some- 
times jerky  manner.  Her  eyes  are  keen-looking;  her 
expression  is  intense,  oftentimes  appearing  strained.  Her 
attitude  Indicates  that  she  is  In  a  hurry.  She  wants 
service  now  and  appears  fidgety  until  she  gets  it.  This 
type  commences  sentences  without  finishing  them  and 
gives  the  impression  that  actions  are  initiated  without 
consideration  as  to  what  they  were  intended  to  accomplish. 
Abruptness  In  speech  and  actions  is  characteristic  of  the 
impulsive  customer. 

How  should  this  kind  of  person  be  approached  and 
handled  by  the  salesperson?  Only  too  often  the  writer 
has  seen  this  type  approached  In  a  slow  Indifferent  man- 
ner. The  sales  talk  has  gone  into  detail  and  been  dragged 
into  great  length.  The  customer  has  fidgeted  and  be- 
come impatient.  In  short,  In  such  cases  the  salesperson 
has  failed  to  understand  the  nature  of  the  customer  and 
has  antagonized  instead  of  attracted.  The  salesperson 
has  failed  to  create  an  environment  around  the  customer 
favorable  to  selling;  for  it  must  be  remembered  that  it 
IS  within  the  possibilities  of  the  salesperson  to  create  the 
conditions  under  which  goods  are  sold.  The  light,  heat, 
fixtures  and  other  conditions  for  selling  may  be  favorable 
but  all  of  these  may  be  offset  by  an  unsympathetic  atmos- 
phere created  around  the  customer  by  the  salesperson's 
methods.  In  such  cases  as  these,  sales  talks  and  sales 
methods  have  not  been  individualized.  They  have  be- 
come standardized  for  all  customers. 

The  impulsive  customer  must  be  approached  promptly 
and  what  she  desires  must  be  quickly  ascertained  (not  by 


I 


94 


RETAIL   SALESMANSHIP 


asking  questions)   and  found.     As  a  rule  no  detail  can 
be  considered,  but  the  principal  selling  points  must  be 
given  in  one,  two,  three  order.     The  salesperson's  man- 
ner must  be  alert,  giving  the  customer  the  impression  of 
activity.     Any  signs  of  uneasiness  on  the  part  of  the  cus- 
tomer should  be  quickly  noted  and  new  methods  used  to 
secure  interest.     Oftentimes  this  type  likes  those  sales- 
people  best  who  talk  as  rapidly  as  they  do,  but  care  must 
be  taken  not  to  augment  the  natural  nervousness  of  the 
customer  by  too  excited  Inquiry  or  talking.     The  least 
amount  of  friction  possible  should  be  the  salesperson's 
aim  in  securing  size,  price,  color,  shape,  etc.,  desired.     To 
ask  questions  of  this  type  very  often  disorganizes  their 
unstable  temperaments  and  creates  impatience  and  gen- 
eral dissatisfaction.     If  the  ''  machinery  of  selling  "  can 
be  kept  In  the  background,  so  much  the  better,  because 
irritation  is  easily  produced. 

At  this  point  the  salesperson  is  no  doubt  wondering 
how  some  merchandise  can  be  sold  without  asking  ques- 
tions.    A   hosiery  salesperson  presented  the    following 
problem  to  the  writer:     "I  am  selling  men's,  women's 
and  children's  hose.     There  are  many  different  sizes  of 
each  as  well  as  a  variety  of  colors.     When  a  customer 
comes  up  to  the  counter  how  can  I  know  what  to  show 
her  without  asking  questions?"     Only  apparently  was 
this  a  difficult  problem.     From  questioning  the  salesper- 
son it  was  found  that  in  a  majority  of  cases  the  customer 
desired  women's  hose,  color  black,  size  nine.     Of  course 
in  any  particular  case  the  salesperson  could  not  be  cer- 
tain that  black,  women's  hose,   size  nine  was  desired, 
but  (and  this  is  the  important  fact  to  note)  if  this  kind 
of  hose  was  presented  to  every  customer,  the  salesperson 
would  be  right  in  a  majority  of  cases  —  and  without  ask- 


KNOWING   THE    CUSTOMER 


95 


ing  questions.  In  such  case,  the  customer  Is  impressed 
with  the  ease  of  buying  —  the  absence  of  mechanism. 
Where  something  different  than  is  being  shown  is  de- 
manded, the  customer  loses  little  time  in  voluntarily  mak- 
ing known  her  needs;  and  what  is  more,  the  latter  feels 
that  she  should  have  stated  her  needs  instead  of  forcing 
the  salesperson  to  work  blindly.  She  does  not  condemn 
the  salesperson  for  showing  the  wrong  goods.  Some 
drapery  salespeople  feel  that  it  is  necessary  to  ask  ques- 
tions in  order  to  ascertain  customers'  needs.  It  has  been 
demonstrated  that  questions  can  be  dispensed  with,  not 
only  in  this  line  but  in  many  others,  and  to  the  benefit 
of  all  parties  concerned.  The  salesperson  who  can  as- 
certain needs  without  the  use  of  direct  interrogation  is 
using  a  principle  of  salesmanship  that  is  too  often  over- 
looked, especially  in  dealing  with  the  Impulsive  customer. 

Since  feelings  are  the  motive  to  action  with  the  im- 
pulsive customer,  these  should  be  appealed  to  in  the  most 
effective  manner  at  the  start  of  the  sale.  Decision  must 
be  induced  quickly  when  the  emotions  are  most  completely 
functioning,  otherwise  their  impelling  nature  loses  influ- 
ence over  actions  and  the  sale  is  lost.  Long  preliminaries 
must  be  dispensed  with  and  the  most  vital  selling  points 
advanced  in  rapid  succession.  If  the  desire  is  created  this 
type  does  not  decide  "  to  think  it  over  " ;  it  acts.  Because, 
however,  sales  talks  to  this  type  must  be  brief,  the  sales- 
person should  not  be  led  to  think  that  they  are  easier  to 
construct  and  carry  out.  More  often  the  short  sales  talk, 
pregnant  with  vital  interest,  having  eliminated  all  mean- 
ingless terms,  phrases  and  details,  is  harder  to  develop 
and  convey  to  the  customer  than  the  longer  and  less 
poignant  sales  talk  adapted  to  other  types. 

Because  the  impulsive  customer  is  motivated  by  strong 


ill 


96 


RETAIL   SALESMANSHIP 


feelings  and  often  buys  on  the  spur  of  the  moment,  the 
salesperson  has  a  responsibility  In  dealing  with  this  type 
that  does  not  exist  to  such  an  extent  when  selling  other 
kmds  of  customers.     Great  care  must  be  taken  to  be 
certain  that  the  goods  are  adapted  to  the  customer's  wants 
and  that  they  will  be  entirely  satisfactory  after  the  imme- 
diate enthusiasm  for  them  has  receded.     Unless  this  Is 
done   ''come  backs"  will  be   frequent   from  this  type. 
Their  desire  for  an  article  oftentimes  disappears  after 
reflection.     If  the  salesperson  can  use  reflection  for  the 
customer  the  latter  usually  appreciates  it  if  it  is  done 
tactfully.     It  is  easy  to  dispose  of  goods  to  impulsive 
people  but  selling  them  goods  is  another  matter.     Goods 
are  not  sold  until  they  are  consumed,  hence  a  sale  can 
only  be  justified  If  the  goods  give  off  lasting  satisfactions. 
To  completely  visualize  the  future  relationships  between 
the  goods  and  the  purchaser  is  especially  necessary  when 
selling  to  an  impulsive  customer  although  it  Is  to  be  de- 
sired in  selling  to  any  type. 

2.   The  Deliberate  Customer.     This  type  is  the  oppo- 
site of  the  impulsive  or  nervous  customer.     The  deliber- 
ate customer  may  have  strong  feelings  but  they  are  kept 
well  under  control.     Purchases  are  made  only  after  care- 
ful deliberation  which  views  the  proposition  from  differ- 
ent standpoints  and  weighs  the  advantages  against  the 
disadvantages.     Hasty  action  and  decision  are  distaste- 
ful, and  any  attempt  by  the  salesperson  to  hurry  the  sale 
will  be  resented.     Ideas  make  an  effective  appeal  to  this 
type  only  when  they  are  advanced  slowly  and  in  logical 
order.     Explanations   may    often    be    detailed.     Often- 
times,  even   after  careful  consideration   and  when   the 
mind  is  made  up,  this  type  will  postpone  action  until  It  Is 
"  doubly  certain."     Procrastination  Is  characteristic  of 


KNOWING   THE    CUSTOMER 


97 


deliberative  customers  and  nothing  is  gained  by  trying 
to    rush    them.     They   must    have    time    "  to    think    it 


over. 


»» 


How  can  this  type  be  distinguished?  Deliberate  peo- 
ple are  deliberate  in  their  movements.  They  walk  slowly 
and  in  a  dignified  manner.  Their  facial  expression  is 
calm,  poised.  Gestures  are  uncommon  but  if  existing 
tend  to  be  slow  and  inconspicuous.  Extreme  excitement 
or  expressed  enthusiasm  are  absent,  as  is  also  the  tendency 
to  jump  at  conclusions.  Ability  and  willingness  to  listen 
to  a  long  sales  talk  dealing  with  details,  distinguishes 
sharply  this  type  from  the  impulsive  one.  All  of  these 
external  modes  of  conduct,  from  the  moment  the  cus- 
tomer steps  in  the  door  until  she  is  absorbed  in  the  sales 
talk,  have  a  meaning  for  the  Intelligent  salesperson  and 
are  Indicators  of  the  correct  method  of  handling. 

Only  recently  the  writer  witnessed  an  example  of  hand- 
ling this  type  in  the  wrong  way.  A  deliberative  man  be- 
gan looking  at  hats  half  an  hour  before  closing  time  in  a 
men's  furnishings  store.  After  several  hats  had  been 
tried  on,  one  seemed  to  gain  his  interest.  The  salesper- 
son concentrated  his  efforts  on  this  one  for  some  time 
but  although  it  was  plain  the  customer  admired  this  hat 
and  desired  it,  he  hesitated  to  decide.  Finally,  he  re- 
marked, "  Well,  I  will  think  it  over  and  come  in  and  see 
you  tomorrow."  The  salesperson  who  up  to  this  time 
had  not  been  especially  aggressive  now  became  conspicu- 
ously desirous  of  getting  an  immediate  decision.  He  ex- 
plained reasons  why  decision  should  not  be  postponed 
and  attempted  to  rush  the  sale.  Suddenly,  picking  up  his 
hat,  the  customer  exclaimed,  "  I  guess  I  don't  want  a 
hat,"  and  left  the  store.  The  writer  followed  him,  in- 
troduced himself  and  asked  how  he  liked  the  store.     He 


98 


t 


RETAIL    SALESMANSHIP 


replied,  **  Oh,  the  store  may  be  alright,  but  they  always 
seem  to  rub  a  fellow  the  wrong  way." 

Here  is  one  case  among  many  where  the  salesperson 
failed  to  create  an  environment  around  the  customer  fa- 
vorable for  sales.     The  store  was  a  good  store  carrying 
excellent  lines,  but  human  nature,  the  big  element  for 
which  the  store  existed,  was  not  understood.     Methods, 
admirable  when  used  on  an  impulsive  customer,  proved 
to  be  disastrous  when  applied  to  the  deliberative  type. 
If  the  salesperson  had  understood  the  workings  of  this 
customer's  mind  he  would  have  realized  that  the  chances 
were  greatly  in  favor  of  the  return  of  the  customer  next 
day,  and  that  urging  and  rushing  would  be  dangerous 
tactics  to  use.     As  it  was,  the  salesperson  blamed  the 
customer  for  wanting  to  get  out  of  the  store  without 
buying,  while  the  customer  felt  that  the  store  was  alto- 
gether too  anxious  to  get  his  money  regardless  of  service 
rendered. 

Salespeople  often  "  wait  "  for  customers  of  this  type 
to  buy  when  in  reality  the  customer  is  "  waiting  "  for  the 
salesperson  to  sell.     A  most  pitiful  scene  in  a  retail  store 
IS  to  see  a  salesperson  give  two  or  three  selling  points  to 
this  type  and  then  "  wait."     Very  often  the  selling  points 
given  are  only  generalities.     The  deliberate  customer's 
mind  cannot  decide  until  enough  Information  has  been 
given  to  enable  a  buying  judgment  to  be  formed.     Here 
is  an  opportunity  for  the  Salesperson  to  give  the  history, 
make,  construction,  style,  design  and  other  information 
about  the  article.     Usually  such  knowledge  will  be  in- 
tently listened  to.     The  customer  must  be  helped  to  de- 
cide by  providing  material  on  which  a  logical  decision  may 
be  based.     Reason  must  be  fed;  feelings  are  in  the  back- 
ground.    If  there  are  logical  reasons  why  the  deliberate 


KNOWING   THE    CUSTOMER 


99 


customer  should  buy,  she  will  buy  if  these  are  pre- 
sented. But  these  reasons  must  exist  for  her  —  in  her 
mind  —  and  not  merely  in  some  one  else's.  If  embar- 
rassment before  this  type  is  not  to  ensue,  it  is  imperative 
that  the  salesperson  should  know  all  about  the  goods. ^ 

With  adequate  knowledge  at  one's  command  it  is  easy 
to  interest  and  sell  the  deliberate  customer.  She  is  at- 
tentive and  anxious  to  see  the  real  value  of  the  goods. 
She  is  appreciative  of  the  salesperson  who  is  patient  and 
painstaking  in  the  presentation  of  the  facts,  and  who  al- 
lows her  the  freedom  of  decision  at  a  later  time  if  she 
cares  for  it.  With  a  little  tact  and  study  the  deliberate 
customer  can  be  made  a  permanent  customer,  even  though 
goods  are  not  always  sold  on  the  day  that  they  are  looked 
at.  The  point  to  be  remembered  is,  this  type  is  thinking^ 
not  jumping  at  conclusions;  and  if  the  store,  the  sales- 
person and  the  goods  are  all  right,  little  fear  need  exist 
that  trade  will  not  be  secured.  With  the  impulsive  type, 
however,  sales  are  made  on  the  basis  of  Immediate  im- 
pressions, not  on  subsequent  reasoning;  and  unless  a  sale 
is  made  when  the  customer  is  before  the  salesperson  it 
will  not  be  made  later.  Ready  adaptation  to  these  op- 
posite types  of  customers  is  the  mark  of  the  efficient, 
scientific  salesperson. 

3.  The  Vacillating  or  Indecisive  Customer,  This  type 
has  great  difficulty  in  making  decisions.  Even  though  an 
object  Is  intensely  desired  and  is  capable  of  being  pur- 
chased by  the  vacillating  customer,  hesitation  ensues  and 
often  indefinite  postponement  of  decision.  Going  for 
an  evening  stroll  this  type  sometimes  has  difficulty  in 
deciding  which  direction  to  go  or  which  fork  of  a  road 
to  take.     In  fact,  decision  to  the  vacillating  person  is 

^See  Chapters  II  and  III. 


lOO 


RETAIL   SALESMANSHIP 


painful.     This  is  so  because  it  consumes  a  great  deal  of 
energy;  for  anything  that  is  not  naturally  accomplished 
takes  effort  to  perform.     Unconsciously,  friends  decide 
numerous  everyday  problems  for  this  type,  which  if  left 
to  them  for  decision  would  entail  much  irksome  effort. 
Because  of  this  unrealized  service  performed,  vacillating 
people  admire  the  more  positive  types  who  have  some- 
thing they  lack,  viz.,  power  of  decision.     Unlike  the  de- 
liberative type,  vacillating  customers  do  not  postpone  de- 
cision because  they  want  to  think  over  the  proposition 
from  all  viewpoints,  but  rather  because  they  cannot  de- 
cide.    The  ability  to  make  the  will  function  is  here  lack- 
ing; further  thought  on  the  subject  may  only  tend  to 
impress  the  vacillating  type  with  its  own  weakness. 

The  vacillating  customer  can  oftentimes  be  singled  out 
before  she  gets  to  the  counter.  Indecisiveness  of  the 
mind  expresses  itself  through  the  actions.  Bodily  move- 
ments are  somewhat  aimless;  the  manner  is  undecided 
and  wavering;  the  facial  expression  is  timid  and  apprehen- 
sive. The  whole  impression  given  is  one  of  hesitation. 
This  kind  of  a  customer  does  not  quite  know  just  which 
department  she  wishes  to  go  to  first,  and  in  case  she  starts 
toward  one,  a  second  later  she  may  decide  to  retrace  her 
steps  and  go  to  another. 

In  case  the  salesperson  has  not  had  an  opportunity  to 
observe  the  customer  before  the  latter  gets  to  the  counter, 
quick  observation  will  disclose  at  least  some  of  the  char- 
acteristics of  the  vacillating  customer.  The  latter  shifts 
from  one  article  to  another  making  it  more  difficult  for  a 
decision  to  be  formed.  She  does  not  seem  to  respond  as 
readily  to  the  sales  talk  as  do  the  deliberative  and  im- 
pulsive types.  She  often  seems  somewhat  afraid  of  the 
salesperson  and  the  goods,  as  if  foreboding  some  trouble. 


KNOWING   THE    CUSTOMER 


lOI 


When  the  time  comes  to  close  the  sale  this  type  shows 
an  inability  to  decide  between  different  goods  or  to  pur- 
chase at  all.  Such  customers  give  the  impression  that 
they  lack  confidence  in  their  own  judgment,  and  naturally 
such  a  feeling  tends  to  further  impair  their  will  power. 

The  reader  has  no  doubt  deduced  from  the  foregoing 
the  proper  method  of  dealing  with  the  vacillating  cus- 
tomer. Decide  for  her.  Do  for  her  what  it  is  not  nat- 
ural for  her  to  do.  Supplement  her  personality  with 
yours.  And  yet  do  this  without  it  being  evident.  Per- 
haps this  seems  difficult  to  accomplish  but  it  is  not  neces- 
sarily so.  The  writer  has  seen  some  very  intelligent 
methods  used  in  retail  stores  to  accomplish  this  desired 
end.  In  the  first  place,  concentration  of  attention  must 
be  secured,  which  means  the  elimination  of  all  goods  ex- 
cepting those  especially  desirable  for  the  customer's  needs. 
Next,  an  interesting,  convincing,  but  not  too  aggressive 
sales  talk  on  the  articles  exhibited  brings  the  customer 
one  step  nearer  the  sale  —  from  indecision  between  differ- 
ent articles,  to  indecision  whether  or  not  to  buy  at  all 
the  one  most  desirable.  Some  methods  commonly  used 
to  get  the  vacillating  customer  to  make  up  her  mind  are : 

(a)  placing  the  goods  aside  as  if  decision  had  been  made; 

(b)  beginning  to  make  out  the  sales  check;  (c)  asking 
some  question  that  will  imply  decision  has  been  made,  as, 
"How  many  yards  will  you  require?'*  "Have  you  a 
charge  account  or  do  you  wish  to  pay  for  it?''  "Will 
you  take  it  with  you  or  shall  we  send  it?  "  (d)  beginning 
to  measure  goods,  placing  them  in  the  parcel-carrier,  or 
starting  to  wrap  them  up. 

Such  devices  for  inducing  decision  are  very  effective  in 
getting  the  vacillating  customer  to  purchase,  but  they 
must  be  used  with  care.     The  salesperson  should  be  quite 


102 


RETAIL   SALESMANSHIP 


if 


\  i 


It 


i 


certain  of  the  type.     A  customer  not  at  all  of  this  inde- 
cisive type,  when  asked  by  a  salesperson,  "  How  many 
yards  did  you  say  you  would  need?*'  replied  spiritedly, 
"  I  didn't  say  that  I  needed  any  yards."     The  obstinate 
or  more  positive  types  resent  keenly  any  attempts  on  the 
part  of  salespeople  to  decide  for  them.     If  the  sales- 
person feels  that  she  must  decide  for  these  types  she  must 
do  so  in  a  way  that  will  not  be  apparent.     A  wrong  diag- 
nosis of  a  customer  often  causes  more  friction  than  if 
no  diagnosis  had  been  made,  yet  this  is  no  reason  for  the 
elimination    of    diagnosing   human    nature.     It    merely 
means  that  great  care  should  be  exercised  In  applying  some 
methods  of  selling  when  the  salesperson  is  uncertain  as 
to  the  type.     Mistakes  are  certain  to  be  made  but  it  is 
far  better  to  learn  human  nature  even  though  some  er- 
rors are  encountered  in  the  process  than  to  standardize 
human  nature  and  deal  with  customers  in  a  cut  and  dried 
fashion.     The  latter  method  is  only  too  often  used  and 
is  unfortunate  not  only  in  that  it  encourages  friction  in 
selling  but  because  it  makes  selling  monotonous,  mechan- 
ical and  lacking  in  spirit.     Variety  of  action  produces 
pleasure,  and  pleasure  develops  enthusiasm  —  one  of  the 
most  valuable  qualities  in  any  work.     Decide  on  the  type 
and  then  apply  the  rules. 

If  the  salesperson  understands  the  vacillating  person's 
make  up,  there  will  be  no  hesitation  in  deciding  for  the 
customer  or  in  using  some  device  to  produce  decision.  To 
wait  for  this  type  to  decide  is  to  cause  dissatisfaction. 
The  vacillating  customer  is  accustomed  to  having  people 
decide  for  her  and  unless  they  do  she  has  a  feeling  of  help- 
lessness. She  obviously  must  purchase  goods  somewhere, 
and  the  store  that  will  secure  her  business  is  the  one  where 
it  is  made  easy  for  her  to  buy,  where  less  irksome  effort 


KNOWING   THE    CUSTOMER 


103 


is  necessary.     Customers  go  to  stores  where  the  environ- 
ment is  favorable  for  buying;  and  when  different  types  of 
customers  trade  at  every  store,  part  of  the  environment 
(that  produced  by  the  salespeople)  must  be  changed  to 
meet  the  different  demands  (conscious  or  unconscious)  of 
the   various   types   of   customers.     Selling   environment 
must  be  capable  of  change  if  it  is  to  be  uniformly  effective. 
4.   The  Confident  or  Decisive  Customer.     The  oppo- 
site of  the  indecisive,  vacillating  customer  is  the  deci- 
sive,   confident    customer.     This   kind    of   customer,    in 
her   own   estimation    at   least,   knows   what   she    wants 
and  all  about  the  goods.     Perhaps  she  has  found  her- 
self fortunate  in  the  past  when  relying  upon  her  own 
judgment;  possibly  in  some  cases  she  has  discovered  that 
she   knew   more    about    goods   than   the   people   selling 
them.     A  certain  cock-sureness  has  thus  developed  that 
dominates    her    actions.     She    will    not    tolerate    sales- 
people   who    assume    to    know    more    than    she    does, 
neither  will   she  be   dictated  to  by  them.     She  prides 
herself  on  her  cleverness  and  is  offended  if  salespeople 
do  not  recognize  her  merit.     Overconfidence  is  the  dom- 
inant characteristic  of  the  confident  customer,  which,  for- 
tunately for  the  salesperson,  leaves  her  off  her  guard  and 
opens  up  vulnerable  avenues  of  approach  that  should  be 
eagerly  attacked.     This  feeling  of  security  is  a  variety 
of  vanity  ^  which  seeks  recognition  and  suffers  materially 
unless  it  receives  rt.     It  is  the  duty  of  the  salesperson  to 
satisfy  this  craving  in  a  manner  that  will  make  buying  a 
pleasure. 

The  confident  customer  can  be  distinguished  by  her 
bearing  and  attitude.  She  walks  into  the  store  as  a  gen- 
eral would  march  into  the  camp  of  a  defeated  enemy. 

1  See  page  68. 


I 


I04 


RETAIL   SALESMANSHIP 


She  has  an  assurance  In  her  manner  and  a  general  ap- 
pearance that  Indicates  hopefulness  and  confidence  In  her- 
self. When  looking  at  merchandise  this  type  usually  has 
decided  views  and  no  reluctance  In  stating  them.  The 
confident  customer  enjoys  taking  the  Initiative  away  from 
the  salesperson  and  telling  what  she  knows  about  the 
goods.  She  exhibits  pleasure  when  the  salesperson  asks 
her  "  opinion  ''  on  any  matter. 

This  type  is  one  of  the  easiest  to  sell.  Subtle  flattery 
and  agreement  with  what  they  have  to  say  gives  them 
pleasure  and  makes  It  easy  for  them  to  buy.  Confident 
customers  should  be  encouraged  to  tell  the  salesperson 
all  about  the  merchandise  and  Its  good  qualities.  Stim- 
ulated by  smiles  and  respect  for  their  opinions  these  cus- 
tomers will  sell  themselves  the  goods.  Their  advice 
should  be  solicited  on  any  mooted  point  and  everything 
said  to  minister  to  their  self-esteem.  Let  them  express 
any  Information  they  may  possess;  they  will  feel  better. 
A  salesperson  should  never  argue  or  dispute  the  statement 
of  any  type  of  customer,  especially  not  of  this  particular 
type.  Such  a  course  of  action  would  prove  suicidal.  If 
the  salesperson  does  know  more  about  the  goods  than 
the  confident  customer  the  latter  should  not  be  disillu- 
sioned.    Confident  people  do  not  like  to  be  disillusioned. 

Sometimes  salespeople  forget  their  true  function.  In- 
stead of  selling  goods  they  attempt  to  reconstruct  human 
nature.  Illustrating  this,  a  salesperson  was  heard  to 
exclaim  after  a  customer  had  left  her  department,  "  I 
took  her  down  a  notch  or  two;  she  thought  she  knew 
everything."  It  must  be  emphasized  that  people  do  not 
like  to  be  "  taken  down."  If  they  think  they  are  of 
great  account  and  their  opinions  are  valuable,  why  should 
the  salesperson  attempt  to  make  them  think  less  of  them- 


KNOWING   THE    CUSTOMER 


105 


selves?  People  do  not  take  pleasure  in  thinking  less  of 
themselves;  and  it  must  be  remembered  that  customers 
trade  only  where  buying  is  the  most  pleasurable.  No 
salesperson  would  think  of  stepping  on  the  toes  of  a  cus- 
tomer because  the  latter  had  big  feet,  neither  would  she 
hold  a  mirror  before  an  unattractive  customer  and  call  at- 
tention to  her  apparent  handicap.  Why  then  should  not 
characteristics  of  customers,  which  are  just  as  much  a  part 
of  them  as  their  physical  features,  be  shown  due  respect 
and  consideration?  To  show  lack  of  sympathy  and  re- 
spect for  the  customer's  sensibilities  is  just  as  inconsider- 
ate as  to  inflict  physical  Injury,  and  what  is  most  im- 
portant, loses  sales. 

Too  many  salespeople  would  like  to  have  customers 
"  different  "  than  they  are.  Many  of  us  would  prefer 
different  conditions  than  those  in  which  we  labor.  How- 
ever, it  is  not  what  we  desire  but  what  exists  in  reality 
that  counts  and  should  determine  our  methods  of  work. 
Perhaps  confident  customers  should  not  be  so  confident, 
but  what  satisfaction  does  such  an  admission  give  the 
salesperson?  It  does  not  register  sales;  It  does  not  bring 
promotion.  The  latter  desirable  ends  can  only  be  se- 
cured by  selling  goods  under  the  conditions  that  exist, 
and  to  the  different  kinds  of  human  nature  found  in  cus- 
tomers. Adapting  oneself  to  circumstances  is  the  secret 
of  the  salesperson  who  successfully  sells  different  types 
of  customers.  If  buying  can  be  made  a  pleasure  for 
confident  customers  by  letting  them  give  their  opinions, 
even  though  they  may  not  know  much  about  the  merchan- 
dise, let  them  do  so.  The  confident  customer  will  sell 
herself  If  given  half  a  chance.  Do  not  stand  in  her  way. 
Help  her  convince  herself. 

5.   The  Talkative  or  Friendly  Customer,     The  talka- 


io6 


RETAIL   SALESMANSHIP 


'li 


n 


tivc  customer  needs  little  description  as  she  can  be  distin- 
guished by  her  friendly  attitude  and  inclination  to  talk 
on  many  subjects.  This  type  is  closely  allied  to  the  pre- 
ceding one  but  differs  in  this  respect,  that  she  talks  merely 
to  be  saying  something  rather  than  with  a  definite  object 
in  view.  Also  this  type  is  more  social  and  lacks  the  con- 
fidence of  the  former  type.  Being  friendly  by  nature 
talkative  customers  buy  where  there  is  the  most  complete 
opportunity  for  expression  of  their  feelings.  They  can- 
not bring  themselves  to  trade  at  stores  where  gruff  and 
unsympathetic  salespeople  wait  on  them.  They  must 
have  an  outlet  for  their  personalities,  and  like  other  types 
desire  to  buy  where  buying  is  a  pleasure.  They  desire  a 
peculiar  environment  for  their  purchasing  and  the  sales- 
person must  create  the  kind  of  atmosphere  desired. 

At  first  sight,  it  would  appear  that  handling  this  type 
is  an  easy  matter.  In  reality,  however,  it  is  often  most 
diflicult.  Not  that  it  is  difficult  for  the  salesperson  to 
reciprocate  friendliness  and  sociability,  for  this  is  usually 
quite  easy.  The  real  difficulty  in  dealing  with  this  type 
is  to  be  friendly  and  yet  sell  the  maximum  amount  of 
goods.  Talkative  customers,  if  given  a  chance,  often 
talk  themselves  out  of  a  sale.  They  change  the  subject 
of  conversation  abruptly  and  it  takes  a  good  deal  of  tact 
and  determination  on  the  part  of  the  salesperson  to  get 
back  to  the  selling  talk.  But  this  must  be  done,  and  with- 
out letting  the  customer  know  that  it  is  being  done.  Dif- 
ferent salespeople  use  different  methods  for  accomplish- 
ing this.  One  method  is  to  give  new  unmentioned  quali- 
fications of  the  merchandise  as  a  sort  of  afterthought, 
such  as,  "  By  the  way,  I  forgot  to  tell  you,  etc."  Some- 
times this  type  of  customer  has  a  good  deal  of  confidence 
in  herself  and  if  directed  back  to  the  subject  will  act  like 


KNOWING   THE    CUSTOMER 


107 


the  confident  customer  and  use  her  talking  ability  to  talk 
herself  into  a  sale.  The  point  to  be  emphasized  is  that 
the  talkative  customer's  conversation  must  be  unob- 
servedly  controlled  and  directed  into  channels  favorable 
to  sales.  Unless  this  is  done,  this  type  of  customer  will 
talk  herself  tired,  thus  producing  unfavorable  conditions 
for  making  sales. 

The  salesperson  selling  this  type  needs  a  great  deal  of 
patience.  The  friendly  customer  must  oftentimes  be 
listened  to  on  many  topics  before  she  can  be  induced  to 
give  attention  to  a  sales  talk.  But  this  should  be  done 
since  the  prosperity  of  the  business  depends  on  the  ability 
of  the  salespeople  to  keep  customers  satisfied  and  happy. 
It  may  take  as  long  to  sell  the  talkative  customer  as  it 
does  to  sell  the  deliberative  type,  but  it  does  not  pay  to 
encroach  too  much  on  what  she  has  to  say  any  more  than 
it  is  profitable  to  rush  the  deliberative  customer.  But 
patience  does  not  imply  neglect  of  duty.  The  salesperson 
should  be  careful  not  to  become  too  absorbed  in  what  the 
customer  is  saying  so  as  to  overlook  the  necessity  of 
planning  the  sales  campaign  and  initiating  it.  The  sales- 
person can  do  much  constructive  planning  while  appar- 
ently listening  to  what  the  customer  has  to  say.  If  this 
is  done,  the  first  opening  for  a  sales  talk  can  be  appropri- 
ately utilized  and  the  conversation  directed  to  the  mer- 
chandise. Be  friendly  to  the  friendly  customer  but  do  not 
let  friendliness  defeat  sales.  Make  sociability  and  talka- 
tiveness means  toward  sales  and  not  ends  in  and  of  them- 
selves. 

6.  The  Silent  or  Indifferent  Customer.  This  type  is 
the  reverse  of  the  talkative  customer.  No  matter  how 
enthusiastic  the  salesperson  and  how  interesting  the  sales 
talk,  this  kind  of  customer  shows  recognition  of  neither. 


io8 


RETAIL   SALESMANSHIP 


She  is  as  silent  as  the  Sphinx.  It  is  especially  difficult  to 
handle  such  a  situation  intelligently  because  the  salesper- 
son cannot  know  where  to  concentrate  the  sales  talk. 
When  customers  enthuse  or  criticize  the  goods  shown 
them,  sales  talks  may  be  adapted  to  the  demands  of  the 
situation.  But  when  the  customer  says  nothing,  does 
not  respond  to  the  efforts  to  Interest  her,  the  situation 
becomes  more  complicated. 

Since  speech  does  not  exist  as  a  clew  to  the  customer's 
likes  and  dislikes,  other  means  of  ascertaining  desires 
must  be  discovered.  Facial  expression  and  actions  may 
indicate  merchandise  most  favored,  as  well  as  whether 
interest  centers  in  quality,  price,  utility,  beauty,  etc.  Bod- 
ily expressions  should  then  be  watched  carefully,  for 
where  it  is  not  customary  for  the  mental  process  to  dis- 
close itself  in  speech,  it  is  probable  that  its  nature  will  be 
exhibited  on  the  face  and  in  the  eagerness  with  which 
some  pieces  of  merchandise  are  handled  as  compared  with 
others. 

This  latter  point  is  illustrated  by  a  certain  druggist 
who  sells  brushes.     A  man  came  into  his  store  and  asked 
to  look  at  hair-brushes.     The  druggist  brought  out  about 
a  dozen,  priced  from  one  to  five  dollars.     The  customer 
picked  them  up  one  by  one  and  then  replaced  them  on  the 
counter,  the  druggist  all  the  while  giving  an  interesting 
sales  talk  but  the  customer  saying  nothing.     Finally,  with- 
out any  apparent  reason  for  doing  so,  the  druggist  re- 
moved from  the   counter  all  excepting  two  brushes,   a 
four  and  a  ^vc  dollar  one.     The  sales  talk  was  now  con- 
centrated on  these  when  presently  the  customer  said,  "  I'll 
take  this  one,"  holding  up  the  five  dollar  brush.     These 
were  the  first  words  uttered  by  the  customer  with  the 
exception  of  those  asking  to  look  at  brushes.     An  ob- 


KNOWING   THE    CUSTOMER 


109 


server  of  this  startling  transaction  stepped  up  to  the 
druggist  after  the  customer  had  left  the  store  with  his 
purchase,  and  exclaimed,  "  How  in  the  world  did  you 
know  which  brushes  he  liked?  "  "  That  was  easy,"  re- 
plied  the  druggist.  "  Do  you  see  that  fine  white  Ime 
painted  across  the  counter?  Well,  the  brushes  the  cus- 
tomer  was  most  interested  In  he  more  reluctantly  parted 
with,  and  placed  them  on  the  counter  partly  over  the 
white  line;  while  those  he  did  not  desire  were  placed 
completely  on  the  other  side  of  the  white  line,  farthest 

away  from  him." 

Besides  the  observation  of  bodily  expressions,  the  sales- 
person must  break  down  the  customer's  reserve  and  make 
her  talk  without  obviously  appearing  to  do  so.  This 
can  often  be  done  by  asking  questions  that  require  more 
detailed  answers  than  "  yes  "  and  ''  no."  Perhaps  the 
customer's  opinion  respecting  the  merchandise  may  be 
solicited.  By  such  friendly  inquiries  this  type  of  cus- 
tomer Is  led  out  of  her  seclusion.  Once  having  voiced 
an  opinion  it  is  easier  for  others  to  follow,  and  soon 
there  is  the  usual  give  and  take  between  buyer  and  seller 
which  gives  a  clew  to  desires.  Only  in  exceptional  cases 
will  a  customer  of  this  type  openly  insult  the  salesperson 
by  refusing  to  answer  a  question.  When  this  does  occur 
the  salesperson  should  overlook  the  apparent  insult  and 
proceed  further  to  Interest  the  customer  In  the  merchan- 
dise. Sooner  or  later,  patient  efforts  to  sell  this  extreme 
type  will  be  rewarded. 

Unfortunately,  silence  on  the  part  of  the  customer 
often  antagonizes  the  salesperson  or  makes  her  unduly 
anxious  or  disheartened.  This  should  not  be  the  case. 
If  the  customer  is  silent  by  nature  no  insult  is  intended 
for  the  salesperson.     Since  human  nature  cannot  be  made 


no 


RETAIL   SALESMANSHIP 


II 


over  in  the  short  space  of  time  at  the  salesperson's  dis- 
posal, the  latter  must  deal  with  this  type  as  she  finds  her, 
and  not  as  she  wishes  her  to  be.  This  type,  like  all  the 
others,  must  of  necessity  purchase  goods,  and  she  will 
go  to  that  store  where  the  environment  produced  by  the 
salesperson  is  best  adapted  to  her  personality.  Un- 
friendliness,  exasperation,  sourness  or  other  negative  qual- 
ities, if  exhibited  by  salespeople,  will  not  produce  the  en- 
vironment the  silent  customer  likes.  Adapting  oneself 
to  circumstances  is  one  of  the  prime  requisites  of  sales- 
manship. Only  careful  study  of  different  situations  can 
produce  this  desirable  quality. 

Sometimes  silence  is  not  a  natural  trait  but  a  defensive 
pose.  Timid  people  or  those  afraid  to  give  up  too  read- 
ily to  salespeople's  opinions  may  use  silence  as  a  guard 
against  unwise  buying.  They  are  reluctant  to  concur  too 
readily  as  they  think  it  might  affect  their  own  judgment 
or  possibly  impair  their  interests.  They  do  not  want  to 
appear  too  "  easy."  Professional  buyers  often  pose  thus 
in  order  to  get  a  better  price. 

It  is  safe  to  assume  with  this  type  as  with  others  that 
they  came  into  the  store  and  to  the  department  primarily 
because  they  considered  buying.  If  such  customers  are 
afraid  to  let  down  the  bars  of  their  judgment  and  express 
their  opinions,  the  salesperson  should  endeavor  to  con- 
vince them  so  thoroughly  respecting  the  merchandise  that 
their  judgments  will  logically  register  in  favor  of  the  sales- 
person's presentation.  No  impatience  should  be  exhib- 
ited because  the  customer  has  chosen  to  use  this  device, 
any  more  than  disgust  should  be  apparent  if  the  customer 
is  not  cleanly,  well  clothed,  or  has  some  physical  deform- 
ity.    Customers   have    a    right    to    their    personalities. 


KNOWING   THE    CUSTOMER 


III 


Salespeople  cannot  and  should  not  try  to  change  them. 
They  must  adapt  themselves  to  them. 

7.  The  Distrustful  Customer,  Some  persons  are  la- 
boring under  the  impression  that  any  one  who  tries  to  sell 
them  anything  is  dishonest.  Especially  do  they  believe 
this  of  the  retailer.  These  people  come  to  a  store  in  a 
watchful,  distrustful  frame  of  mind,  and  are  constantly 
looking  for  attempts  to  cheat  them.  Perhaps  this  feeling 
of  suspicion  has  arisen  because  they  have  been  deceived 
in  the  past ;  perhaps  this  attitude  is  natural.  But  whether 
this  attitude  comes  from  nature  or  environment  makes 
little  difference  to  the  salesperson.  All  she  is  concerned 
with  is  the  fact  that  it  exists  and  must  be  tactfully  dealt 

with. 

This  type  can  usually  be  discovered  by  the  cynical  man- 
ner in  which  they  inspect  goods,  and  often  by  a  sneer  ap- 
pearing around  the  base  of  the  nose  and  the  lips  when 
the  salesperson  makes  statements  regarding  merchandise. 
Distrustful  customers  often  walk  in  a  stealthy  way  as  if 
they  were  tracing  down  some  clew  to  a  murder.  They 
have  a  tendency  to  pick  out  apparent  flaws  in  the  goods 
or  inconsistencies  in  the  sales  talk.  They  pride  them- 
selves on  knowing  the  so-called  *'  tricks  of  the  trade." 
Sometimes  they  will  be  frank  enough  to  say  that  they 
do  not  believe  the  claims  made  for  the  goods.  More 
often,  however,  this  feeling  will  be  expressed  through  fa- 
cial expression  and  the  general  attitude  exhibited  toward 
the  salesperson  and  the  goods. 

The  distrustful  person  can  be  successfully  sold  by  the 
use  of  several  methods.  In  the  first  place,  the  customer 
must  be  inspired  with  confidence  in  the  salesperson.  One 
of  the  most  effective  ways  of  gaining  this  end  is  to  state 


112 


RETAIL   SALESMANSHIP 


II 


obvious  facts  In  the  description  of  the  goods.     Doing 
this  causes  the  customer  to  agree.     When  she  has  once 
agreed  with  anything  that  the  salesperson  has  said  it  is 
much  easier  for  her  to  agree  to  something  else  less  ob- 
viously true  that  may  be  said  regarding  the  merchan- 
dise.    Showing  obvious  facts  in  the  description  of  goods 
thus  forms  the  basis  for  future  agreement  —  a  most  de- 
sirable end  especially  when  dealing  with  a  suspicious  na- 
ture.    In  the  second  place,  this  type  believes  her  eyes 
more  than  she  does  her  ears.     Hence,  the  sales  talk  should 
be  supplemented  by  demonstrations.      Prove,  by  using  the 
merchandise,  that  it  will  do  what  is  claimed  for  it.     Bet- 
ter yet,  induce  the  customer  to  test  it  herself.     She  will 
convince  herself  where  others  will  fail.     Unfortunately, 
demonstrations  are  not  used  enough  with  any  type  of  cus- 
tomer but  certainly  not  with  the  distrustful  type.     In  the 
third  place,  bring  In  authority  to  substantiate  your  own 
assertions.     Have  some  neighbor  friends  of  the  customer 
made  some  favorable  comment  regarding  the  goods?     If 
so,  the  distrustful  customer  will  believe  them  rather  than 
the    salesperson.     Perhaps    some    noted    authority    has 
recommended  the  article  and  possibly  this  advice  has  ap- 
peared In  some  book,  newspaper  or  magazine.     All  evi- 
dence of  an  Impartial  nature  should  be  presented  in  order 
to  secure  the  customer's  confidence. 

With  an  extremely  suspicious  customer  a  further  more 
radical  method  may  be  used,  especially  at  the  beginning 
of  the  sales  talk.  This  Is  pointing  out  the  more  obvious 
defects  in  the  goods,  or  admitting  that  the  goods  are  not 
perfect  In  every  detail.  Such  tactics  are  so  unusual  that 
the  distrustful  customer's  mind  is  immediately  disorgan- 
ized. The  wind  is  taken  out  of  her  sails.  What  she 
was  going  to  do  herself  the  salesperson  has  done.     If 


KNOWING   THE    CUSTOMER 


113 


imperfections  that  she  would  have  overlooked  are  pointed 
out,  the  customer  is  extremely  grateful  and  is  soon  won 
over  to  a  thorough  belief  in  the  honesty  of  the  salesper- 
son. Then,  If  the  Imperfections  are  minimized  by  com- 
plete portrayal  of  the  positive  features,  the  customer's 
mind  is  diverted  from  the  negative  considerations  and 
sales  can  be  made.  Confidence  is  the  only  basis  for 
sales,  and  if  it  does  not  exist  in  a  customer  it  must  be 
produced.  This  bold  method  of  producing  confidence 
in  the  minds  of  distrustful  customers  has  often  been  used 
effectively  by  the  writer.  The  suspicious  customer  is 
easily  sold  by  the  method  of  showing  the  worst  side  first. 
As  stated  elsewhere,  ascertain  the  type  and  then  apply 
the  rules.  Results  will  be  in  proportion  to  the  tact  with 
which  they  are  applied. 

As  a  rule,  salespeople  only  reluctantly  deal  with  sus- 
picious customers.  They  seem  to  take  the  customer's  dis- 
trust as  a  personal  insult.  They  resent  the  suspicious 
attitude.  The  only  result  of  such  actions  is  to  make  the 
customer  more  suspicious.  When  this  type  of  customer 
is  not  sold  she  often  comes  to  the  unwarranted  conclusion 
that  she  did  not  buy  because  of  traces  of  trickery.  In 
reality,  all  that  she  may  have  found  was  an  inefficient 
salesperson,  but  that  does  not  help  the  matter.  She  goes 
to  some  other  store  where  she  can  get  the  pleasant  sensa- 
tion of  buying  and  being  satisfied.  The  salesperson 
should  always  remember  that  the  suspicious  customer  will 
be  sold  by  somebody. 

There  are  many  other  types  of  customers  but  the  ones 
given  are  the  most  common  and  easily  recognized.  As 
already  Indicated,  the  salesperson  should  be  careful  not 
to  consider  these  types  always  distinct  and  as  represent- 
ing certain  people  at  all  times.     Some  customers  are  im- 


/ 


114 


RETAIL    SALESMANSHIP 


I 


k 


i 


pulsive  when  buying  inexpensive  merchandise  but  delib- 
erative when  contemplating  a  larger  purchase;  some  are 
impulsive  in  the  morning  and  deliberative  toward  eve- 
ning; some  are  impulsive  or  deliberative  as  dictated  by 
other  conditions.  Again,  a  customer  may  be  suspicious 
in  one  store  but  not  in  another,  with  some  salespeople 
but  not  with  others  in  the  same  store.  Deliberative, 
impulsive  and  other  types  may  show  strong  evidences  of 
suspicion  under  certain  circumstances.  Still  further,  a 
customer  may  be  a  confident  type  in  a  department  where 
she  is  intimately  acquainted  with  the  goods  but  may  ex- 
hibit vacillating  characteristics  in  other  departments. 

Thus  it  IS  seen  that  conditions  of  environment,  physical 
well-being,  size  of  purchase,  time  of  day,  former  experi- 
ences, etc.,  may  alter  people's  feelings  and  change  their 
predominating  characteristics  of  action  at  any  moment  of 
time.  People  are  often  combinations  of  types,  and  yet 
notwithstanding  this  fact  it  is  still  important  to  remember 
that  distinct  types  do  exist.  Some  customers  are  funda- 
mentally vacillating  at  all  times,  or  confident,  or  impul- 
sive. The  important  lesson  for  the  salesperson  to  re- 
member is  this:  that  no  matter  what  type  a  customer  has 
been  in  the  past  or  will  be  tomorrow  she  is  a  distinct 
type  now,  and  what  type  she  represents  can  be  distin- 
guished by  her  actions. 

In  conclusion,  salesmanship  may  be  said  to  be  the  crea- 
tion of  an  environment  around  a  customer  favorable  for 
selling.  It  is  making  buying  pleasurable  for  customers 
by  dealing  with  them  as  their  individual  characteristics 
dictate.  Salesmanship  is  conditioned  upon  ready  ad- 
justment of  sales  methods  to  widely  differing  types  of 
customers.  It  is  in  reality  adjustment  to  circumstances, 
which   constitutes  service.     The   ability   to   create   this 


KNOWING  THE   CUSTOMER 


115 


environment  or  adjustment  is  secured  through  careful 
and  painstaking  study  of  human  nature.  The  store 
should  be  considered  a  school  where  opportunities  are  of- 
fered salespeople  to  make  such  a  study  and  to  secure  an 
intimate  knowledge  of  human  nature.  Without  such 
knowledge  the  salesperson  can  never  hope  to  advance  far 
in  her  profession. 


ii 


lil^ 


CHAPTER  VI 

ELEMENTS  OF  PERSONALITY 

Personality  is  that  which  constitutes  distinction  of  per- 
son. It  Is  a  composite  thing  made  up  of  many  qualities, 
negative  In  some  persons,  positive  In  others  and  a  com- 
bination of  both  In  still  others.  Personalities  in  which 
negative  qualities  or  traits  predominate  are  of  little  use 
to  society.  They  represenrt  the  failures  in  life :  criminals, 
insane  and  degenerates.  Personalities  In  which  the  posi- 
tive qualities  predominate  are  reflected  In  the  people 
around  us,  those  who  are  more  or  less  successful  In  their 
respective  occupations.  The  person  completely  domi- 
nated by  positive  qualities  Is  the  most  complete  success. 

To  become  the  most  complete  success  In  her  calling  by 
the  development  of  personality,  is  the  privilege  and  duty 
of  every  salesperson;  privilege,  because  the  salesperson 
cannot  get  the  most  out  of  life  either  in  material  or  im- 
material satisfaction  without  a  deeply  and  broadly  de- 
veloped personality;  duty,  because  the  employer  has  a 
right  to  expect  not  only  efficient  service  but  service  ever 
incrensing  in  efficiency.     The  salesperson  unwilling  to  de- 
velop her  personality  will  soon  go  into  the  discard,  at 
least  so  far  as  positions  in  first  class  stores  are  concerned. 
There  is  no  such  thing  as  standing  still  In  personality. 
Either  progress  Is  being  made  or  else  there  Is  retrogres- 
sion.    A  store  with  progressive  ideas  realizes  this  funda- 
mental truth  and  cannot  afford  to  keep  within  its  organi- 

ii6 


ELEMENTS   OF   PERSONALITY 


117 


zation  any  elements  of  decay  lest  the  infection  of  stag- 
nation spread  throughout  Its  entire  system.  Develop- 
ment is  the  law  of  modern  business  and  progress. 

An  attractive  and  business-getting  personality  is  a  com- 
position of  three  factors:  neat,  clean,  attractive  dress;  a 
healthy  body;  and  a  combination  of  certain  positive  qual- 
ities or  attributes,  viz.,  enthusiasm,  honesty,  tact,  self- 
command,  courtesy,  cheerfulness,  promptness,  memory, 
sympathy  and  initiative.  The  first  two  factors  while  very 
important  cannot  be  considered  in  this  book,  but  the 
last  one,  separated  into  its  component  parts,  is  here 
taken  up  for  discussion. 

ENTHUSIASM 

Enthusiasm  In  a  salesperson  Is  the  quality  that  makes 
her  give  her  sales  talk  In  an  intense  and  earnest  way  that 
carries  conviction.  The  enthusiastic  salesperson  spon- 
taneously overflows  with  confidence  in  herself,  and  belief 
In  the  goods  and  the  satisfactions  they  hold  for  the  cus- 
tomer. Confidence  can  only  be  secured  by  knowledge: 
knowledge  of  one's  own  ability,  of  the  customer,  of  the 
goods,  and  of  the  selling  process. 

Enthusiasm  based  on  confidence  begets  confidence  and 
enthusiasm  in  the  customer.  It  Is  contagious.  The 
salesperson  with  enough  confidence  in  her  goods  and  her- 
self to  become  enthusiastic,  soon  brings  others  to  see  her 
point  of  view.  Sincerity,  reflected  by  enthusiasm,  is  im- 
pressive and  will  command  the  attention  and  respect  even 
of  customers  unable  to  share  In  her  belief. 

Enthusiasm  backed  by  facts  is  a  combination  of  the 
spiritual  and  the  material.  The  latter  lacks  life  without 
the  former  while  the  former  is  hollow  hypocrisy  without 
the  latter.     Enthusiasm  cannot  be   faked.     Without  a 


ii8 


RETAIL   SALESMANSHIP 


background  of  knowledge  and  belief  it  stands  forth  in  all 
its  shallow  futility.  Counterfeit  enthusiasm  can  never 
pass  for  the  genuine  for  it  lacks  in  weight,  sound  and  ap- 
pearance. A  salesperson  who  attempts  to  be  earnest 
and  eager  in  her  sales  talk  will  fool  no  one  excepting  her- 
self. Only  by  intelligent  observation,  reflection  and 
study  can  the  salesperson  create  a  harmonious  background 
for  the  efficient  functioning  of  enthusiasm. 

Not  only  does  enthusiasm  stimulate  self-respect  and 
enhance  the  customer's  esteem  for  the  salesperson,  but  it 
also  develops  loyalty  for  the  house  and  its  methods.  To 
be  loyal  to  a  sales  institution  a  salesperson  must  have  con- 
fidence in  its  integrity  and  belief  in  its  policies.  Enthu- 
siasm developed  from  knowing  the  goods  will  go  far  to- 
ward developing  loyalty  to  the  house  that  handles  those 
goods.  Further  knowledge  regarding  the  store's  history, 
its  aims  and  ambitions,  will  generate  new  enthusiasm 
which  will  form  the  basis  for  a  broader  and  stronger 
loyalty. 

Perhaps  it  is  not  too  obvious  to  note  that  loyalty  to  a 
store  can  only  be  based  on  its  honest  and  square  dealing. 
Truthful  advertising,  honest  representations  by  salespeo- 
ple and  sympathetic  treatment  of  customers'  needs  are 
some  of  the  foundation  stones  for  the  building  of  the 
loyalty  structure.  Some  firms  that  deserve  it  do  not  get 
it  from  all  salespeople,  but  no  firm  that  does  not  deserve 
it  ever  wins  it  from  any  salesperson. 

What  is  loyalty?  It  is  devotion  to  the  store's  ideals 
and  to  those  who  are  trying  to  realize  them.  It  is  a  duty 
that  each  salesperson  owes  to  the  store  for  which  she 
works,  a  duty  based  on  knowledge  of  the  complete  service 
rendered  to  the  community.  A  loyal  salesperson  will  not 
adversely  criticize  the  store,   its  methods,  its  rules  or 


ELEMENTS   OF   PERSONALITY 


ri9 


policies  before  customers  or  the  general  public.  She  will 
not  bemoan  her  lack  of  recognition  by  the  store  man- 
agement, realizing  that  merit  is  compensated  when  fully 
evident.  She  will  do  nothing  to  injure  or  neutralize  her 
store's  best  interests  even  though  such  action  may  ap- 
parently be  to  her  advantage.  She  realizes  that  to  knock 
the  store  is  to  knock  herself,  since  she  is  part  of  the  store. 
All  salespeople  should  have  a  feeling  of  admiration  for 
the  store  in  which  they  are  working  or  else  seek  oppor- 
tunities elsewhere.  Disloyalty  can  never  be  justified 
within  an  organization  because  sincerity  would  thereby 
be  violated.  Sincerity  can  only  be  preserved  by  with- 
drawing from  any  association  the  ideals  or  policies  of 
which  are  contrary  to  one's  dictates  of  right  dealing. 
And,  it  must  be  remembered,  sincerity  is  at  the  basis  of 
enthusiasm;  it  of  all  qualities  must  be  preserved. 

What  has  been  said  does  not  preclude  helpful  criticism 
of  the  store.  This  is  always  solicited  by  progressive 
managers  and  where  it  is  not  directly  solicited  by  others 
its  acceptability  will  be  recognized  if  suflUcient  tact  is  dis- 
played by  the  salesperson  submitting  it.  Constructive 
criticism  is  the  only  kind  of  criticism  of  any  value  and 
this  is  of  doubtful  value  unless  called  to  the  attention  of 
those  whose  position  equips  them  to  profit  by  it.  Loy- 
alty to  the  stores  does  not  exclude  this  latter  form  of 
criticism  —  it  demands  it. 

Enthusiasm  can  be  developed  by  making  work  enjoy- 
able. People  are  only  enthusiastic  about  those  things 
that  create  a  pleasurable  sensation  in  them,  hence  the 
necessity  of  removing  the  real  or  imaginary  aspects  of 
drudgery  and  monotony  from  sales  work.  Lack  of  in- 
terest or  a  feeling  of  monotony  results  when  an  operation 
becomes  mechanical  —  when  the  salesperson  becomes  an 


I20 


RETAIL   SALESMANSHIP 


automaton.  Automatism  is  the  natural  development  of 
ignorance ;  ignorance  of  store  history,  ideals  and  policies ; 
ignorance  of  inspiring  facts  about  the  goods;  ignorance 
of  any  definite  scheme  of  procedure  in  selling;  ignorance 
of  self-analysis.  From  such  desert  soil  only  hardy  weeds 
can  grow:  lack  of  interest,  a  feeling  that  the  work  is 
monotonous,  and  general  unhappiness. 

The  only  work  that  can  truthfully  be  called  monotonous 
is  that  which  requires  repeated  effort  of  the  same  kind 
and  quality  without  variation.  Such  is  the  operation  of 
wrapping  oleomargarine  in  the  packing  plants.  Here 
a  girl  stands  all  day  in  one  position  and  performs  the 
repeated  operation  of  taking  cakes  of  oleomargarine  from 
an  endless  bplt  in  front  of  her,  putting  each  of  them  in  a 
separate  box  taken  from  a  receptacle  at  her  right,  and 
then  transferring  the  package  to  another  endless  belt  at 
her  left. 

Work  of  such  a  monotonous  character  is  unknown  to 
the  retail  store.  Here  the  chief  factor  is  the  human  one 
which  is  the  most  variable  of  elements  that  any  worker 
could  deal  with.  Customers  are  different  from  each  other 
and  the  same  customers  are  different  at  different  times; 
the  salesperson  herself  partakes  of  the  same  characteris- 
tics; any  article  has  innumerable  talking  points  and  sel- 
dom can  two  successive  sales  talks  on  the  same  article  be 
identical  because  of  the  varying  element  —  the  customer; 
there  are  many  qualities  of  the  same  article  as  well  as 
many  articles  in  any  one  department;  multiply  these 
possibilities  for  variety  of  action  by  all  the  articles  in  the 
store  (where  salespeople  can  sell  out  of  their  depart- 
ment) ,  and  by  all  the  different  types  of  customers  and  the 
varying  moods  of  each  type,  and  by  the  changing  mental 
and  physical  conditions  of  the  salesperson  herself  —  and 


ELEMENTS   OF   PERSONALITY 


121 


work  with  greater  possibilities  for  variety  of  action  and 
constant  adjustment  to  new  conditions  cannot  easily  be 
imagined. 

Only  does  monotony  exist  in  sales  work  when  it  exists 
in  the  mind  of  the  salesperson,  when  she  makes  each 
operation,  each  selling  talk,  identical  with  every  other 
one  and  regards  all  customers  capable  of  similar  hand- 
ling. When  a  salesperson  disregards  the  possibility  for 
variation  of  operation,  the  work  does  become  monotonous 
for  her,  but  she  Is  not  fair  in  calling  her  work  monotonous 
in  the  usual  meaning  of  the  term.  Paradise  would  be  re- 
named by  those  unfitted  to  appreciate  its  happiness. 

To  adapt  one's  self  to  one's  environment,  to  vary  one's 
operations  where  varying  operations  are  necessary  to  ade- 
quately meet  conditions,  to  replace  Ignorance  by  knowl- 
edge, to  develop  loyalty  and  faithfulness,  are  the  privi- 
leges and  duties  of  every  salesperson,  and  are  rewarded 
by  material  satisfactions  but  above  all  by  happiness  —  the 
generator  of  enthusiasm. 

HONESTY 

Honesty  is  fairness  and  straightforwardness  in  con- 
duct, thought  and  speech.  It  Is  the  opposite  of  fraud 
and  misrepresentation.  A  salesperson  is  honest  when  she 
IS  fair  in  her  dealings  with  the  customer,  upright  with 
herself  and  trustworthy  to  her  employer.  Anything  less 
than  this  trinity  of  honorable  dealings  cannot  be  called 
honesty. 

If  salespeople  were  to  critically  analyze  themselves 
for  honesty  in  the  light  of  the  above  definition,  many  of 
them  who  believed  themselves  entitled  to  a  clean  bill  in 
this  respect  would  be  disappointed.  Some  of  their  com- 
mon modes  of  conduct  would  appear  unfair  to  their  em- 


1 

i:, 


1 


• 


122 


RETAIL   SALESMANSHIP 


ployer  and  to  the  customer  while  certain  trends  of  thought 
would  be  recognized  as  unjust  to  their  own  development. 

A  salesperson  is  not  honest  with  her  employer,  the  cus- 
tomer or  herself  if  she  is  not  efficient  in  her  work.  Some 
salespeople  indicate  by  their  actions  that  it  is  nobody's 
business  whether  or  not  they  are  experts  in  their  line. 
Only  a  few  shoe  salespeople  that  the  writer  has  met 
seemed  to  think  it  their  duty  to  know  something  about 
the  construction  of  the  human  foot.  Because  of  such  an 
attitude  many  persons  are  ill-fitted;  they  are  unfairly 
dealt  with;  they  have  paid  for  service  but  have  not  re- 
ceived It;  in  other  words,  they  have  been  deceived.  Of 
course,  in  a  great  many  cases  the  public  have  learned 
through  experience  not  to  expect  expert  service  in  retail 
stores  and  if  they  do  not  receive  it  are  not  disappointed. 
However,  a  large  portion  of  this  class  have  ceased  to  buy 
from  the  retailer  where  they  have  had  to  pay  for  some- 
thing that  was  not  given  them,  and  instead  have  become 
purchasers  from  mail  order  houses  where  prices  are  lower 
because  the  services  of  ( i )  letting  the  customer  see  and 
handle  the  goods,  (2)  telling  her  all  that  she  wants  to 
know  about  the  article,  (3)  expertly  fitting  garments  to 
her  individual  peculiarities,  and  (4)  prompt  delivery, 
cannot  be  offered  because  of  the  nature  of  the  business  — 
and  are  not  expected  by  the  customer.  With  all  these 
handicaps,  still  the  mail  order  houses  have  built  up  a  repu- 
tation for  honesty  and  fairness  because  they  have  given 
what  they  represented  to  give  whether  little  or  much. 

Nevertheless,  two-thirds  of  the  people  in  the  United 
States  still  patronize  the  retailer  in  the  hope  that  they 
will  get  the  service  that  they  pay  for  and  for  which  they 
long.  Hence  it  is  to  be  assumed  that  if  any  customer 
does  not  receive  the  facts  wished  for,  or  fails  to  get  the 


ELEMENTS   OF   PERSONALITY 


123 


fit  desired,  she  is  disappointed  and  feels  that  the  store 
has  not  treated  her  fairly,  that  is,  has  not  been  honest 
with  her;  since  by  hypothesis,  she  would  not  be  a  retail 
customer  if  she  were  not  anticipating  and  ready  to  pay 
for  some  services  other  than  those  given  by  the  mail 
order  houses.  To  keep  faith  with  the  customer  who 
wants  service  and  is  willing  to  pay  for  it,  is  the  duty  of 
the  salesperson.  She  cannot  be  considered  honest  in  the 
fullest  meaning  of  the  term  unless  she  does  so. 

Besides  dishonesty  due  to  lack  of  knowledge  and  skill, 
which  robs  the  customer  of  service  and  reacts  unfavorably 
upon  the  store  and  salesperson,  is  the  dishonesty  arising 
from  idleness  on  the  part  of  salespeople.  Gossiping, 
lounging  and  loitering  seem  to  be  the  pastimes  of  some 
salespeople  between  sales.  Although  they  are  hired  to 
work  the  entire  period  between  certain  hours  each  day, 
one  would  think,  to  see  their  utter  relaxation  and  aban- 
donment after  each  sale,  that  they  were  hired  to  work 
only  when  a  customer  appeared  before  them.  The  stock 
for  these  reasons  is  not  kept  arranged  and  in  good  order, 
shortages  are  often  overlooked,  cleanliness  becomes 
subordinated  to  matters  of  lesser  importance,  and  many 
other  errors  are  made,  any  one  of  which  would  result  in 
injustice  to  the  customer,  unfaithfulness  to  the  store,  and 
so  far  as  bad  habits  of  conduct  are  developed,  injury  to 
the  salespeople  themselves. 

The  kind  of  dishonesty  usually  thought  of  in  regard 
to  retail  stores  is  that  of  misrepresentation  of  goods. 
Misrepresentation  may  be  intentional  or  unintentional 
and  may  be  concerned  with  the  manufacture,  construc- 
tion, purpose,   operation,   composition   or   durability  of 

any  article. 

Whether  the  misrepresentation  is  intentional  or  other- 


ii 


124 


RETAIL   SALESMANSHIP 


wise  —  the  effect  on  the  customer  is  the  same.  When 
the  truth  is  ultimately  ascertained  from  use  of  the  article, 
distrust  of  the  store  and  the  salesperson  results.  From 
the  standpoint  of  the  customer,  if  the  salesperson  did  not 
know  the  facts  she  should  not  have  practiced  deception  by 
giving  an  appearance  of  knowledge  in  order  to  tide  over 
an  immediate  embarrassment.  Far  better  would  it  have 
been  for  her  to  have  exhibited  ignorance  than  to  have 
bluffed.  On  the  other  hand,  if  the  salesperson  inten- 
tionally misrepresented  in  order  to  effect  a  sale,  when 
the  facts  become  known  as  they  always  do,  the  extent  of 
the  repulsion  on  the  part  of  the  customer  for  the  store 
can  hardly  be  realized.  Thus  it  is  seen  that  misstate- 
ment or  misrepresentation  of  facts,  intentionally  or  un- 
intentionally done,  amounts  to  about  the  same  thing  for 
the  customer  because  she  is  the  loser  thereby;  and  the 
salesperson  can  justly  be  condemned  in  either  case  al- 
though from  an  impartial  standpoint  not  to  the  same 
degree.  But  it  must  be  remembered  that  the  customer 
is  not  as  a  rule  "  impartial ''  but  is  willing  to  impute  ul- 
terior motives  to  the  salesperson.  Expert  knowledge  is 
necessary  to  avoid  "  an  appearance  of  evil." 

Misrepresentation  of  construction  has  caused  many 
disgruntled  customers  and  destroyed  millions  of  dollars 
of  good  will.  A  customer  inquired  from  a  furniture 
dealer  the  price  of  a  mahogany  bed-room  suit  that  was 
displayed  in  the  window.  She  was  told  that  it  sold  for 
$135.00.  On  being  asked  whether  the  suit  was  all-ma- 
hogany, the  salesperson  replied  that  a  solid  mahogany 
suit  could  not  be  purchased  for  that  price ;  that  the  side 
rails  and  Inconspicuous  parts  of  the  chairs  were  birch  but 
matched  perfectly  with  the  mahogany;  that  the  mahog- 
any was  a  veneer  but  was  so  perfectly  applied  that  it 


ELEMENTS   OF    PERSONALITY 


125 


could  not  be  detected  excepting  by  an  expert;  that  it 
would  last  a  life-time.  The  customer  seemed  a  little 
disappointed  on  receiving  this  information  as  she  thought 
the  style  of  the  furniture  ideal  and  had  made  up  her 
mind  that  it  was  a  solid  all-mahogany  suit.  Several 
days  later  the  same  customer  returned  to  this  furniture 
store  and  purchased  the  suit  in  question.  She  told  the 
salesperson  that  she  had  gone  to  another  furnltur-e  store 
where  a  suit  represented  to  be  solid  and  all-mahogany 
was  offered  for  $150.00.  The  customer  was  perplexed 
and  believed  that  the  salesperson  in  the  first  store  had  mis- 
represented the  facts.  To  make  certain  she  called  up  a 
friend  who  knew  furniture  and  had  him  come  down  with 
her  and  decide  on  the  case.  The  furniture  proved  to  be 
veneered  and  supplemented  by  birch  in  inconspicuous 
parts.  The  customer  was  Indignant  at  the  deception, 
and  although  the  dealer  protested  that  he  had  purchased 
it  for  solid  mahogany  she  left  the  store  after  accusing 
him  of  intentional  deception.  Her  friends  soon  heard 
of  the  affair  and  those  who  were  customers  of  this  store 
transferred  their  trade  elsewhere. 

Another  case  of  misrepresentation  of  construction  was 
called  to  the  writer's  attention  a  short  time  ago.  Two 
friends  had  purchased  14-inch  lawn  mowers  from  two 
different  stores,  one  paying  $6.00  and  the  other  $8.50. 
Talking  about  their  mowers  some  time  later  the  prices 
were  disclosed,  the  difference  in  price  causing  surprise  and 
dissatisfaction  on  the  part  of  the  man  who  had  paid  the 
highest  amount.  After  some  reflection  this  man  said, 
"  But  mine  has  ball-bearings."  "  So  has  mine,"  replied 
the.  other,  "  because  I  asked  the  salesperson  that  ques- 
tion in  particular.  He  didn't  seem  to  know  much  about 
it  but  felt  sure  about  the  ball-bearings.     In  fact,  I  be- 


m 


126 


RETAIL   SALESMANSHIP 


lieve  he  said  that  all  lawn  mowers  had  ball-bearings." 
"  Well,  if  he  said  that,"  returned  the  first  man,  "  he  was 
wrong.  Let's  take  it  apart  and  find  out."  So  the  mower 
was  analyzed  and  found  to  be  ball-bearingless.  The 
lawn  mower  was  returned  and  in  spite  of  the  fact  that  the 
retailer  tried  to  explain  away  the  mistake  by  saying  the 
salesperson  was  "  green,"  the  customer  never  went  back 
to  that  store. 

Cases  innumerable  could  be  related  illustrating  mis- 
representation of  construction,  always  resulting  in  loss  of 
customers'  confidence  and  not  only  their  patronage  but 
often  that  of  their  friends.  In  respect  to  authentic  in- 
formation regarding  construction  of  goods,  the  mail  or- 
der houses  are  far  in  advance  of  the  average  retailer. 
This  reliability  of  statement  is  not  voluntary  on  their 
part  but  is  imposed  by  law  since  the  mails  transmit  their 
sales  talk  and  the  mails  cannot  be  used  for  misstatement 
or  fraud.  But  whatever  the  reason,  accurate  statements 
regarding  construction  exist  and  are  one  of  the  chief  rea- 
sons for  the  immense  good  will  that  these  establishments 
have  built  up  in  the  last  few  years. 

Misrepresentation  of  the  purpose  to  which  goods 
should  be  put  results  in  useless  purchases,  misdirection  of 
wealth,  and  suspicion  of  the  store  on  the  part  of  the  cus- 
tomer. The  salesperson  should  realize  that  in  an  effort 
to  meet  competition  articles  are  frequently  manufactured 
which  are  of  fair  value  for  the  price  asked  but  are  ill 
adapted  for  some  kinds  of  service.  Oftentimes  goods 
that  have  to  stand  wear  and  tear  are  of  this  class  al- 
though their  appearance  and  finish  may  fail  to  reveal  the 
low  grade  quality.  It  is  a  great  temptation  for  sales- 
people in  handling  goods  of  this  character  to  omit  tell- 
ing all  the  truth,  especially  when  the  customer  is  a  doubt- 


ELEMENTS   OF   PERSONALITY 


127 


ful  judge  of  the  quality.  When  the  truth  about  the  goods 
does  come  out,  however,  as  it  usually  does  with  use  the 
customer  feels  that  the  store  is  deceitful  and  perhaps 
withdraws  her  patronage.  The  old  maxim.  Let  the 
buyer  beware,"  is  becoming  a  thing  of  the  Pf '  ^^^^^^ 
sooner  the  better  for  all  parties  concerned  with  the  seUing 

transaction.  .         . 

A  common  illustration  of  misrepresentation  of  purpose 

is  that  of  selling  silk  shirts  and  other  silk  goods  where 
the  impression  is  given  that  the  higher  price  is  paid  for 
greater  durability,  when  in  reality  this  material  does  not 
wear  as  well  as  cottons  of  cheaper  price.  These  articles 
should  be  put  on  a  ^'  style  "  basis,  i.  e.,  explanation  should 
be  made  that  the  attainment  of  distinction  in  dress  costs 
money  just  as  does  the  realization  of  durabihty.  If  such 
care  is  taken  no  misunderstandings  of  customers  wil 
occur.  Each  customer  will  be  called  upon  to  decide  what 
function  she  desires  the  goods  to  fulfill,  and  then  goods 
capable  of  meeting  the  exact  needs  can  be  sold. 

Misrepresentation  of  purpose  often  results  ^^om  fail- 
ing to  state  conditions  under  which  the  article  should  be 
used      Thus,  a  customer  came  into  a  hardware  store  and 
said  to  the  salesperson,  ''  I  want  a  can  of  green  paint. 
The  salesperson  procured  a  can  of  green  paint,  wrapped 
it  up  and  delivered  it  to  the  customer.     It  failed  to  give 
satisfaction  and  the  store  was  forced  to  admit  its  negli- 
gence.    The   salesperson  should  have   asked  what  the 
paint  was  for :  window  blinds,  kitchen  floor,  porch  chairs 
or  something  else.     It  should  have  been  realized  that 
the  store  was  not  selling  a  can  of  paint  alone,  as  was 
supposed,  but  also  service.     The  realization  by  salespeo- 
pie  that  goods  cannot  be  separated  from  service   would 
mean  a  revolution  in  present  day  retaihng.      The  store 


128 


RETAIL   SALESMANSHIP 


and  Its  sales  force  would  be  given  a  new  standing  In  the 
community -a  standing  as  high  as  the  professions; 
more  goods  would  be  sold  by  a  fewer  number  of  sales- 
people; wages  would  be  higher,  with  lower  selling  costs- 
hence  prices  would  fall  enabling  more  universal  consump- 
tion of  the  newer  luxuries  as  well  as  the  necessities  of 
life;  and  finally,  the  lower  prices  of  commodities  of 
every-day  consumption  would  mean  greater  general  wel- 

fare     and    happiness  —  the    goal     of    all     far-sighted 
effort. 

Misrepresentation  of  operation  Is  illustrated  by  the 
following  case.     A  woman  was  debating  with  herself  in 
a  department  store  whether  or  not  to  buy  a  washing  ma- 
ctiine.     Her  indecision  was  quickly  transformed  into  de- 
cision to  buy  when  the  salesperson  said,  ''  It  Is  so  easy  to 
work  that  a  child  can  run  it."     Sometime  later  her  hus- 
band remarked,  ^'  It  takes  a  child  the  size  of  a  man  to 
move  It        The  injustice  caused  by  the  exaggerated  state- 
ment of  the  salesperson  was  a  fresh  sore  for  a  long  time. 
It  healed  up  only  when  the  salesperson  left  the  store 
where  the  machine  was  purchased. 

Another  case  of  an  error  of  this  nature  transpired  not 
long  ago  in  a  large  department  store.     A  customer  was 
examining  an  aluminum  coffee  pot  with  a  percolator  con- 
srsting  of  a  long  cylindrical  sieve  resting  loosely  inside  of 
another  cylindrical  sieve  with  a  bottom.     On  being  asked 
where  the  coffee  should  go,  the  salesperson  remarked, 
The  coffee  goes  inside  and  the  water  is  poured  around 
It.''     The  customer  purchased  the  utensil  and  had  great 
expectations  of  the  coffee  it  would  make,  but  actual  use 
proved  It  to  be  disappointing.     The  coffee  was  impossible. 
The  customer  believed  that  she  had  been  swindled  and 
brought  the  utensil  back  to  the  store  for  an  explanation. 


ELEMENTS   OF   PERSONALITY 


129 


It  turned  out  that  the  salesperson  made  a  costly  error 
in  describing  the  operation  of  the  percolator,  for  the  cof- 
fee should  have  been  placed  in  the  outside  cylinder  and 
the  hot  water  in  the  inside  one.  The  explanation  was 
sufficient  to  induce  the  customer  to  keep  the  coffee  pot 
but  her  confidence  in  the  salesperson  and  the  store  was 

weakened. 

Misstatement  of  composition  is  one  of  the  most  com- 
mon forms  of  every-day  dishonesty  in  sales  talks.  ^  A 
salesperson  was  glibly  describing  a  shoe  in  superlatives 
when  he  was  asked  whether  the  shoe  was  solid  leather. 
Without  hesitation  he  replied,  "Yes."  After  a  short 
period  of  wear  the  shoes  exhibited  fiber  counters,  paper 
insoles  and  the  probabilities  were  that  the  boxing  was 
composition  as  it  rapidly  lost  its  shape.  The  word  of 
that  salesperson  will  never  be  trusted  again  by  this  cus- 
tomer and  although  she  would  like  to  trade  at  this  store 
because  of  its  variety  of  stock,  she  hesitates  to  do  so  fear- 
ing that  she  will  be  waited  on  by  this  ignorantly  deceitful 

salesperson. 

Representing  three-fourths  wool  as  "  all-wool,"  fiber 
silk  as  "  silk,"  seconds  in  leather  as  "  firsts,"  part  linen 
as  "  linen,"  etc.,  are  all  cases  of  misrepresentation  of 
composition  that  most  of  the  mail  order  houses  do  not 
make.  Because  of  their  use  of  the  mails  such  misrepre- 
sentation would  constitute  "  fraud,"  yet  the  retailer  often 
fails  to  say  that  goods  are  three-fourths  wool,  or  that 
leather  goods  are  seconds,  thereby  laying  himself  open 
to  the  charge  of  fraud  even  though  the  law  does  not  en- 
danger him.  It  would  seem  that  if  retailers  are  to  com- 
pete successfully  with  mail  order  houses,  they  must  adopt 
at  least  the  same  standards  of  square  dealing  as  the  latter 
use.     Loss  of  retail  trade  in  some  quarters  can  beyond 


I30 


RETAIL  SALESMANSHIP 


H 


doubt  be  partially  attributed  to  the  failure  of  retailers  to 
recognize  this  important  truth. 

Misrepresentation  of  durability  often  takes  the  form 
of  misleadmg,  mdefinite  statements  regarding  the  length 
of  time  that  articles  will  last.  This  form  of  misrepre- 
sentation  is  illustrated  by  the  novelty  jewelry  salesperson 
who  on  being  asked  how  long  a  cheap  gold  plated  brooch 
would  wear,  exclaimed,  -  Oh,  a  lon^  time."  The  em- 
phasis placed  on  the  word  "  long  "  gave  an  entirely  wrong 
implication.  Such  methods  might  make  a  few  sales  but 
they  are  short-sighted  to  say  the  least. 

Another  salesperson,  when  asked  if  the  finish  on  an 
aluminum  tea  pot  would  ''  last,'^  replied  reassuringly,  "  It 
will  last  forever  if  properly  cared  for.''     What  ''  prop- 
erly cared  for  "  meant  it  is  difficult  to  say,  but  any  one 
who  is  acquamted  with  aluminum  ware  knows  that  if  it  is 
used  constantly  the  polish  is  only  momentary  in  life,  but 
the  metal  although  duller  after  use  presents  a  clean,  white, 
attractive  appearance.     A  clear,  comprehensive,  intelli^ 
gent  answer  describing  the  merits  of  the  metal  would 
have  sold  the  tea  pot  permanently  and  left  good  will; 
as  it  was,  the  tea  pot  was  disposed  of  to  the  customer 
but  not  "  sold,"  for  it  must  be  remembered  that  an  article 
rs  not  sold  in  the  most  complete  meaning  of  the  term 
unless  It  brings  daily  satisfaction,  I.  e.,  meets  the  expec- 
tations   of  the   customer,    and   the   expectations   of  the 
customer  are  determined  by  Impressions  left  by  salespeo- 
ple.    In  this  case  the  customer  had  the  Impression  that 
the  luster  would  remain  on  the  tea  pot,  and  when  it  grew 
dull  even  with  the  best  of  care,  this  article  that  should 
have  been  a  source  of  constant  pleasure  If  rightly  sold, 
became  in  reality  a  perpetual  cause  of  annoyance  and 
dismay.     Dollars  of  good  will  had  been  destroyed  by  a 


ELEMENTS    OF    PERSONALITY 


131 


Single  unintelligent  statement  of  the  salesperson.  Pro- 
duction of  good  will,  not  ill  will,  is  the  privilege  and  duty 
of  every  salesperson. 

Oftentimes  the  word  "  guaranteed  "  Is  used  in  a  loose 
meaningless  way  without  indicating  for  what  period  or 
under  what  conditions.  Again,  the  phrase,  "  it  will  last 
a  life-time  "  Is  open  to  question.  Does  it  mean  the  Bib- 
lical three  score  years  and  ten  or  the  balance  of  the  pur- 
chaser's life,  or  what?  Still  further,  the  phrase,  "  It  will 
last  as  long  as  you  will  want  it  "  often  gives  an  Impression 
of  durability  that  is  not  justified.  If  a  definite  term  of 
life  is  attributed  to  an  article  by  a  salesperson  she  should 
indicate  the  readiness  of  the  store  to  put  the  guarantee  in 
writing,  especially  if  the  life  of  the  article  is  a  long  one, 
since  human  memory  is  short  and  changes  detrimental  to 
the  customer  might  occur. 

Statements  comparing  the  durability  of  two  different 
articles,  such  as,  "  this  piece  of  goods  will  wear  longer 
than  that,"  should  be  backed  up  with  evidence  which  the 
customer  can  analyze  and  use  for  self-conviction;  then  if 
the  goods  prove  to  be  disappointing  the  customer  will  feel 
that  she  purchased  them  with  her  eyes  open  —  on  her 
own  judgment,  and  not  on  that  of  the  salesperson.  Es- 
pecially in  sales  talks  respecting  articles  the  durability  of 
which  is  the  most  Important  factor,  great  care  should  be 
taken  to  make  the  customer  see  the  "  reason  why  "  for 
claims  that  are  made.  When  style  is  the  chief  considera- 
tion, what  has  just  been  said  does  not  usually  hold  true 
as  individual  caprice  must  be  appealed  to  and  satisfied. 

Exaggeration  is  one  of  the  many  forms  that  misrepre- 
sentation takes.  This  may  and  often  does  concern  each 
of  the  elements  of  commodities,  such  as  durability,  opera- 
tion, composition,  etc.     It  is  common  for  ignorant  peo- 


I' 


I! 


I. 

I' 


*l 


13^ 


RETAIL   SALESMANSHIP 


ELEMENTS   OF   PERSONALITY 


133 


•  » 


I 

11 


H 


i\ 


pie,  children  and  simple-minded  folk  to  enlarge  on  what 
they  actually  see  and  exaggerate  the  facts  in  any  situa- 
tion.    It  seems  to  be  a  common  occurrence  for  salespeo- 
ple who  know  little  about  the  goods  they  are  selling,  to 
artificially  expand  the  minute  information  they  do  pos- 
sess.    This  Is  true  In  all  fields  of  activity;  if  we  do  not 
know  why  an  article  or  phenomenon  is  good  or  bad,  some 
superficial  circumstance  makes  us  decide  either  one  way 
or  the  other  and  then  we  search  our  imaginations  to  find 
reasons  to  support  our  decision.     In  the  case  of  sales- 
people, the  superficial  circumstance  is  the  supposition  that 
the  goods  are  all  right  or  they  would  not  be  in  the  store. 
That  the  goods  may  be  all  right  under  some  conditions  but 
unsatisfactory  under  others,  or  the  fact  that  taking  things 
for  granted  rather  than  ascertaining  the  "  reason  why  " 
cannot  develop  an  effective,  to  say  nothing  of  a  truthful 
selling  talk,  never  seems  to  occur  to  many  salespeople. 
The  best  remedy  for  exaggeration  is  knowledge  based  on 
careful  analysis.     Goods  will  then  appear  in  their  true 
light  and  not  with  distorted  functions  and  false  charac- 
teristics. 

The  discussion  on  honesty  may  well  be  concluded  by 
representing  a  certain  procedure  that  Is  dishonest  al- 
though not  always  recognized  as  such  by  salespeople. 
This  Is  the  practice  called  ''  loading."  Especially  In  the 
past  was  a  salesperson  considered  clever  if  she  could  dis- 
pose of  a  large  order  of  goods  that  were  not  wanted. 
Fortunately  such  ideas  are  becoming  passe.  Salespeople 
are  becoming  Impressed  with  the  fact  that  it  Is  poor  busi- 
ness to  give  the  customer  any  cause  for  future  regret. 
It  Is  more  and  more  being  realized  that  a  customer  Is  not 
profitably  sold  if  only  sold  once.  The  cost  of  getting  a 
new  customer  into  the  store  is  great  and  can  only  be  min- 


imized by  dividing  it  over  many  sales  to  this  customer. 
Furthermore,  the  significance  attached  to  the  term  sale 
has  undergone  a  radical  change.  Disposing  of  goods 
Is  not  necessarily  selling  goods.  Goods  are  not  success- 
fully sold  unless  they  stay  sold,  i.  e.,  unless  they  continu- 
ally give  off  satisfactions  and  during  their  entire  lives  give 
no  reason  for  disappointment. 

This  does  not  mean  that  the  customer  should  not  often 
be  strongly  urged  to  buy.  The  point  is  that  the  inter- 
est of  the  customer  should  be  held  paramount,  and  If  this 
is  faithfully  done  the  interest  of  the  store  and  its  pros- 
perity will  take  care  of  Itself.  The  salesperson  must  see 
that  the  interest  of  all  parties  to  the  selling  transaction 
are  mutual  and  cannot  be  disregarded  to  the  benefit  of 
any  one  party  to  the  sale. 

The  difference  between  loading  and  not  loading  is  il- 
lustrated by  the  following  case.  A  certain  customer  en- 
tered a  drug  store  to  look  at  toothbrushes.  After  hav- 
ing decided  to  purchase  one,  the  salesperson  said,  "  Won't 
you  take  two  of  them?  "  "  I  guess  one  will  be  enough," 
replied  the  customer,  feeling  that  the  salesperson  was 
trying  to  sell  all  he  could.  A  short  time  afterwards  the 
same  customer  was  in  another  drug  store  in  the  same 
town  looking  at  toothbrushes.  "  I  surmise  that  you 
travel  a  good  deal,"  Inquired  the  salesperson,  after  the 
customer  had  indicated  his  desire  to  purchase  a  tooth- 
brush. **  Yes,"  said  the  customer.  "  Well,"  continued 
the  salesperson,  "  you  know  how  it  goes.  A  fellow  puts 
the  toothbrush  on  the  shelf  in  the  hotel  bath-room  and 
goes  away  and  forgets  It.  Then  when  It  is  wanted,  it  is 
not  to  be  had.  Possibly  several  hours  may  elapse  before 
the  opportunity  arises  to  get  another  one.  Such  Incon- 
venience can  be  avoided  by  carrying  an  extra  one  in  your 


134 


RETAIL   SALESMANSHIP 


V 


case.  You  will  always  have  one  then."  The  customer 
purchased  two  toothbrushes  and  later  on  told  a  friend 
that  he  would  have  purchased  six  if  the  salesperson  could 
have  told  him  why  he  should  purchase  them.  Here  is  a 
case  where  the  salesperson  worked  out  a  logical  reason 
why  it  was  to  the  interest  of  the  customer  to  buy  more 
than  one  article. 

Suggesting  that  customers  buy  more  goods  than  was 
their  intention  is  not  loading,  if  their  viewpoint  and  satis- 
factions are  always  kept  in  mind.     Unless  this  is  done, 
suggestions    to    increase    the    number    of    articles    sold 
amount  to  nothing  more  or  less  than  begging.     "  Won't 
you  take  two,"  said  a  collar  salesperson.     Why  should 
a  customer  purchase   two?     The   implication  was  that 
the  salesperson  would  like  larger  sales.     A  selfish  view- 
point alone  was  prominent.     Such  a  viewpoint  defeats  its 
own  purpose.     Unless  salespeople  can  think  of  reasons 
why  it  is  to  the  customer's  interest  to  buy  more  goods, 
they  should  sell  only  what  is  asked  for.     Increasing  sales 
by  suggestion  is  only  limited  by  the  scope  of  the  sales- 
person's ingenuity  in  finding  reasons  why  it  is  to  the  in- 
terest of  the  customer  to  buy. 

All  lines  of  goods  have  great  possibilities  in  this  di- 
rection. A  certain  collar  salesperson  is  selling  collars 
by  the  hox,  and  he  says  that  it  is  easier  to  sell  boxes  of 
collars  than  it  is  to  sell  one  or  two  collars.  He  has 
thought  out  three  reasons  why  it  is  to  the  advantage  of 
every  man  to  buy  collars  by  the  box.  This  salesperson 
gets  a  high  salary  but  the  store  manager  says  that  he  is 
cheaper  than  other  salespeople  receiving  less.  Some  shoe 
salespeople  sell  two  pairs  of  shoes  where  others  sell  only 
one.  They  have  discovered  why  it  is  to  the  advantage  of 
the  customer  to  purchase  two  pairs  of  shoes  instead  of 


ELEMENTS    OF    PERSONALITY 


^ZS 


one.  They  are  looking  out  for  the  interests  of  the  cus- 
tomer and  in  such  cases  the  salespeople's  interests  take 
care  of  themselves.  Service  to  the  customer  is  the  only 
honest  objective  which  justifies  suggesting  more  goods 
than  customers  ask  for. 

TACT 

"  Tact,"  some  one  has  said,  "  is  to  say  the  right  thing 
at  the  right  time."  However,  tact  might  be  considered 
the  saying  and  doing  of  the  right  thing  at  any  time.  It 
is  the  lubricant  that  keeps  the  selling  wheels  running 
smoothly.  Tact  guides  salespeople  around  dangerous 
pitfalls  and  leads  them  triumphantly  through  critical  situa- 
tions. Its  presence  Is  not  always  perceived  by  customers 
but  Its  absence  is  readily  recognized. 

Tact  is  nothing  more  nor  less  than  "  mental  alertness," 
the  ability  to  see  a  situation  and  adapt  one's  self  to  it. 
When  customers  are  analyzed  and  the  selling  talk  made 
to  appeal  to  the  most  predominant  buying  motives,  then 
tact  has  been  used  In  adapting  the  selling  talk  to  cir- 
cumstances. When  sales  methods  are  varied  to  meet  the 
varied  whims  and  temperaments  of  different  people, 
tact  has  been  displayed.  Tact  can  only  thrive  in  con- 
junction with  other  virtues  such  as  cheerfulness,  courtesy, 
patience,  promptness,  keen  perception  and  the  ability  to 
decide  quickly  on  the  most  expedient  course  to  pursue. 
In  fact,  these  attributes  of  personality  are  part  of  tact, 
the  latter  being  non-existent  without  them.  To  have 
one's  being  in  sympathetic  vibration  with  one's  fellow- 
beings,  to  see  with  their  eyes,  to  hear  with  their  ears,  to 
think  with  their  minds,  to  feel  their  feelings,  is  to  be  un- 
derstandingly  atune  with  customers.  If  their  point  of 
view  is  considered  in  all  cases,  there  can  be  no  contro- 


13^ 


RETAIL   SALESMANSHIP 


ELEMENTS   OF    PERSONALITY 


I 


versies  and  antagonisms  which  are  disagreeable  to  all 
concerned,  and  unfortunately  are  only  too  common  in 
present  day  retailing. 

Failure  to  use  tact  is  usually  due  to  lack  of  imagination. 
Tactless  persons  do  not  adequately  visualize  the  complex 
results  that  arise  from  their  unconsidered  acts.  They 
do  not  seem  to  be  able  to  get  out  of  themselves.  They 
are,  in  fact,  selfish,  critical  or  contemptuous  in  attitude, 
any  one  of  which  qualities  destroys  the  sympathy  of  under- 
standing. 

A  man  entered  a  men's  ready-to-wear  store  and  asked 
to  look  at  suits.  One  suit  in  particular  seemed  to  interest 
him.  "  That's  certainly  a  fine  cheviot,"  he  remarked, 
stroking  the  sleeve  of  the  coat.  *'  That's  not  cheviot," 
said  the  salesperson,  going  on  to  explain  what  it  was ;  but 
he  was  talking  to  deaf  ears.  The  customer's  interest  in 
the  goods  was  effectually  killed  by  the  tactlessness  ex- 
hibited by  the  salesperson.  In  reality,  the  customer  was 
wrong  in  his  assertion  —  the  cloth  was  not  a  cheviot,  but 
apparently  the  salesperson  could  only  rectify  the  error 
by  antagonizing  the  customer.  A  tactful  salesperson 
would  probably  have  said,  **  That's  an  excellent  material 
and  does  look  like  a  cheviot,  in  fact  most  people  would 
take  it  for  a  cheviot.  However,  it  is  a  .  .  .  etc." 
Such  a  method  of  giving  information  "  lets  the  customer 
down  easy "  and  increases  rather  than  decreases  in- 
terest in  the  goods.  The  correction  of  mistakes  can  be 
forced  unneutralized  down  customers'  throats  to  their 
dissatisfaction  and  loss  of  interest,  or  it  can  be  sugar- 
coated  by  tact  and  utilized  as  a  factor  in  consummating 
a  sale.     The  tactful  salesperson  never  contradicts. 

A  tactful  salesperson  is  careful  to  avoid  all  argument. 
Argument  stimulates  the  customer  to  think  of  and  formu- 


137 


late  objections  to  buying.  It  is  antagonistic  to  sugges- 
tion. It  places  the  salesperson  on  the  defensive;  makes 
her  follow  instead  of  lead.  If  continued  for  any  length 
of  time  it  may  lead  to  alienation  of  the  customer.  A 
tactful  salesperson  does  not  handicap  herself  by  encour- 
aging or  being  a  party  to  an  argument.  She  knows  when 
to  concede  to  statements  made  by  customers  and  when  to 
object;  but  the  important  thing  to  be  remembered  is,  she 
knows  how  to  object. 

Some  personalities  appear  to  be  fundamentally  and  ir- 
reconcilably opposed  to  each  other.  The  buyer  and 
seller,  the  cogs  in  the  selling  machine,  do  not  mesh,  and 
friction  occurs  when  the  wheels  of  the  selling  machine 
commence  to  grind  out  sales.  When  such  is  the  case,  a 
tactful  salesperson  will  relegate  her  own  personality  into 
the  background  as  soon  as  possible,  by  interesting  the 
customer  in  the  goods  and  by  avoiding  any  reference  to 
herself.  A  tactless  salesperson,  who  does  not  sense  the 
reason  for  the  cold  attitude  of  the  customer,  would  prob- 
ably commit  the  fatal  blunder  of  attempting  to  warm  her 
up  and  make  her  more  genial. 

An  instance  of  clashing  personalities  was  experienced 
by  the  writer  in  a  men's  furnishings  store.  The  sales- 
person "  grated  on  "  the  customer  from  the  first,  making 
the  latter  sullen  and  unresponsive.  The  salesperson, 
misunderstanding  the  cause  of  the  customer's  attitude, 
attempted  to  jolly  him  into  a  better  mood.  Open  offense 
was  not  taken  at  even  such  untactful  methods;  but  when 
finally  the  salesperson  took  an  attractive  cravat  and  held 
it  up  against  his  own  shirt  front,  commenting  on  its  ap- 
propriateness to  the  customer,  the  latter  became  incensed 
at  the  invidious  comparison  and  left  the  store  disgusted. 
The  worst  thing  that  salesperson  could  have  done  was 


•    i   1 

f 


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RETAIL   SALESMANSHIP 


ELEMENTS   OF    PERSONALITY 


139 


H 


to  have  called  attention  to  himself— and  he  did  it.  A 
tactful  salesperson  would  have  analyzed  the  situation 
and  kept  himself  In  the  background,  first  of  all  getting  the 
customer  Interested  In  the  merchandise.  In  other  stores, 
the  placing  of  a  cravat  against  a  salesperson's  shirt  front 
has  made  a  "  hit ''  with  the  same  customer  because  the 
former's  personality  has  appeared  attractive  to  the  latter. 
A  tactful  salesperson  knows  when  his  personality  is  ad- 
mired and  when  Its  Influence  is  negative. 

The  existence  of  a  mood  cannot  successfully  be  chal- 
lenged by  a  salesperson;  its  cause  should  be  ascertained. 
If  the  reason  for  its  existence  Is  not  known  there  is  danger 
that  the  mood  will  be  ignored  as  visionary  or  else  some 
haphazard  method  Improvised  to  deal  with  it.  Tact 
recognizes  conditions  as  they  actually  exist  (not  as  they 
appear  to  be)  and  handles  them  intelligently. 

"  Never  give  up  "  is  a  good  slogan  for  the  salesperson 
to  follow  but  if  vigorously  adhered  to  under  all  circum- 
stances may  prove  to  be  a  stumbling  block.  The  slogan 
should  be,  "  Never  give  up  while  there  is  hope."  The 
tactful  salesperson  knows  when  she  can  hope  no  longer 
for  a  sale,  and  graciously  gives  in.  The  tactless  sales- 
person tries  for  the  sale  to  the  very  last  because  she 
has  not  perceived  the  point  beyond  which  any  further 
selling  endeavor  Is  useless.  Her  persistence  irritates  the 
customer  and  leaves  a  bad  Impression. 

Salespeople  sometimes  think  that  they  are  using  tact 
when  they  are  not.  Flattery  is  not  tact.  To  attempt 
to  ingratiate  one's  self  Is  not  necessarily  tact.  Neither 
is  tact  always  stating  what  is  In  one's  mind  even  though 
the  thought  is  believed  to  be  true.  On  the  other  hand,  it 
would  not  be  tact  to  omit  statement  of  any  facts  that  are 
necessary  to  keep  the  goods  sold,  even  though  such  facts 


are  difficult  of  formulation.  Tact  meets  present  difficul- 
ties and  conquers  them  without  endangering  the  good  will 
of  the  customer. 

In  conclusion,  a  tactful  salesperson  diagnoses  a  situa- 
tion and  gets  favorable  results  with  the  least  amount  of 
time  and  effort.  She  surveys  a  route  of  procedure  that 
may  be  winding  in  its  details  but  one  which  gets  results. 
Conservation  Is  her  watchword.  Conservation  of  the 
customer's  patience,  cheerfulness  and  good  will;  conser- 
vation of  the  store's  prestige  and  reputation  for  service ; 
conservation  of  her  own  energy,  sympathy  and  spirit  of 
helpfulness.  Tactless  selling  is  a  great  destroyer  of  these 
positive  qualities  that  are  of  Inestimable  value.  It  is 
destructive,  not  constructive.  It  is  negative,  never  posi- 
tive. Like  forest  fires,  the  boll  weevil  and  other  loss 
producing  agencies,  tactlessness  In  selling  should  be  care- 
fully watched,  closely  guarded  against,  and  if  possible 
entirely  eliminated. 


# 


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It 


•^ 


CHAPTER  VII 
ELEMENTS  OF  PERSONALITY   (continued)' 

COURTESY 

Courtesy  is  that  attribute  of  personality  that  softens 
and  makes  flexible  the  other  attributes.  Without  cour- 
tesy, natural  aggressiveness  (an  excellent  quality  in  sell- 
ing) becomes  obnoxious  to  some  types  of  people,  whereas 
if  moderated  by  courtesy,  it  loses  Its  harshness  and  be- 
comes more  effective.  Courtesy  Is  the  polish  that  dis- 
tinguishes the  kind  and  considerate  salesperson  from  the 
unsympathetic  and  thoughtless  one.  It  Is  a  luster  that 
attracts  people  to  its  possessor;  It  is  the  brilliancy  that 
only  the  finished  diamond  exhibits. 

Some  persons  have  been  characterized  by  their  friends 
as  "  diamonds-ln-the-rough."  Only  the  friends  and  rela- 
tives of  these  people  can  see  their  sterling  qualities  be- 
cause these  attributes  are  covered  up  so  far  as  the  casual 
observer  is  concerned  by  inconsiderate  actions  and  unkind 
appearance.  Some  few  Intimate  friends  may  "  know  '* 
such  discourteous  persons  and  "  overlook  "  the  discrep- 
ancy between  worth  and  appearance,  but  others  less  dis- 
cerning will  not  be  so  painstaking.  In  other  words,  so 
far  as  the  great  mass  of  the  people  who  meet  discourteous 
persons  are  concerned,  the  good  qualities  of  the  latter  are 
non-existent.  A  discourteous  salesperson  places  her 
*'  light  under  a  bushel." 

140 


Courtesy  is,  therefore,  not  only  a  sterling  quality  in 
and  of  itself,  but  also  the  means  of  discovering  and  ex- 
hibiting other  success  attributes,  which,  without  its  aid, 
would  exist  unknown  excepting  to  intimate  friends. 
Courtesy  makes  customers  tolerant  and  willing  to  listen 
to  what  the  salesperson  has  to  say.  It  therefore  not 
only  brings  out  the  salesperson's  positive  qualities  but  also 
tempers  the  natural  critical  tendencies  of  the  customer 
and  makes  her  open  to  suggestion.  It  places  the  cus- 
tomer in  a  favorable  attitude  to  buy  because  it  tends  to 
disarm  her  antagonism,  and  enables  the  commendable  and 
attractive  qualities  of  the  salesperson  to  be  exhibited. 

Attempts  to  render  service,  to  explain  the  goods  and 
make  buying  pleasurable,  often  go  unrecognized  by  the 
customer  because  she  has  not  been  made  to  see  these  things 
through  the  avenue  of  courtesy.  Because  of  the  cus- 
tomer's apparent  indifference  to  the  salesperson's  at- 
tempts to  serve,  the  latter  often  becomes  discouraged  and 
comes  to  the  conclusion  that  her  efforts  to  please  are  un- 
requited and  therefore  might  just  as  well  be  discontinued. 
Thus,  lack  of  courtesy  actually  breeds  discourtesy.  The 
customer  cannot  buy  goods  from  such  a  salesperson  be- 
cause she  believes  the  latter  has  not  understood  her  and 
does  not  try.  There  not  only  seems  to  be  no  way  for  the 
salesperson  to  transmit  her  ideas  and  her  personality  to 
the  customer,  but  there  likewise  seems  to  be  no  avenue 
through  which  the  customer  can  bring  her  own  person- 
ality to  bear  on  the  salesperson.  In  short,  discourtesy  on 
the  part  of  either  party  to  the  selling  transaction,  espe- 
cially if  perpetrated  by  the  salesperson,  acts  as  an  insu- 
lator between  buyer  and  seller  preventing  the  contact  of 
their  finer  sensibilities.  Under  these  circumstances  sales 
talks  do  not  have  an  "  appeal";  they  are  superficial  for 


142 


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ELEMENTS   OF   PERSONALITY 


143 


i 


the  most  part  and  never  excite  the  deep  and  more  perma- 
nent buying  motives  of  customers. 

Discourtesy  closes  the  door  to  a  sympathetic  compre- 
hension of  our  fellow-beings'  thoughts  and  feelings. 
Customers  are  not  understood  and  therefore  cannot  be 
intelligently  dealt  with.  Courtesy  Is  nothing  more  nor 
less  than  a  medium  of  exchange.  It  Is  a  means  by  which 
the  finer  feelings  and  thoughts  of  buyer  and  seller  can  be 
exchanged.  It  permits  an  ebb  and  flow  of  sentiments 
that  are  the  very  well-spring  of  the  motives  for  buying. 
It  releases  all  the  pent  desire  and  good  will  In  the  cus- 
tomer, makes  buying  a  pleasure  for  her  because  of 
a  feeling  of  mutual  understanding,  and  enables  her  to 
readily  discover  the  attractive  features  In  the  goods  as 
well  as  the  sturdy  attributes  of  the  salesperson.  It  per- 
mits Intercourse  between  "  Inner  selves  "  and  therefore 
may  be  considered  as  a  liberator  of  personalities. 

Courtesy  as  a  medium  of  exchange  Is  current  every- 
where and  always  good  for  its  face  value.  It  cannot  be 
counterfeited,  disfigured,  or  "  sweated,"  by  evil-minded 
ones  who  do  not  possess  its  excellent  qualities.  It  is  the 
money  of  the  realm  for  buying  immunity  from  discourtesy, 
ill  will  and  unpleasantness.  It  should  be  the  coin  that 
is  "  thrown  in  "  every  package  to  make  the  customer  feel 
that  she  has  been  given  something  "  extra."  People  like 
anything  extra  and  will  often  come  long  distances  If  any- 
thing of  such  a  character  is  offered.  That  the  extra 
which  acts  as  an  inducement  to  come  Into  the  store  could 
be  something  other  than  goods,  has  often  been  over- 
looked. Courtesy  should  be  the  extra  and  sold  with  the 
goods,  for  It  must  be  remembered  that  In  the  last  analy- 
sis people  do  not  buy  goods  —  but  goods  and  service. 
The  former  is  no  more  important  than  the  latter,  and  if 


anything,  it  is  less  important.  Other  things  being  equal 
of  two  stores  excepting  service  and  price,  the  store  with 
the  better  service,  even  though  it  has  the  higher  prices, 
will  win  out  in  the  race  for  trade.  Realization  of  this 
fact  by  salespeople  will  go  far  toward  relegating  the 
price  factor  into  the  background,  and  tend  to  lay  the 
proper  emphasis  on  the  necessity  of  giving  the  customer 
the  kind  of  service  that  she  desires. 

The  best  way  to  develop  courtesy  is  to  be  courteous, 
polite,  considerate,  and  sympathetic  with  others'  views. 
An  overbearing  attitude  toward  others  should  never  be 
permitted  to  exist  even  for  a  moment  of  time.  What 
others  believe  and  think  should  be  studied  carefully  and 
weighed  against  one's  own  thoughts  and  beliefs  before  a 
judgment  is  formed  regarding  their  respective  merits. 
Tolerance  is  thus  developed,  and  the  habit  of  postponing 
judgment  until  all  of  the  evidence  is  in,  is  encouraged. 
No  more  healthy  habit  could  be  formed  by  people  in  all 
walks  of  life. 

To  be  distinctive,  to  give  the  public  something  "  differ- 
ent," is  the  aim  of  progressive  retail  establishments. 
Customers  are  looking  for  the  new,  the  unexpected,  and 
store  managers  are  merely  trying  to  satisfy  this  demand. 
What  can  courtesy  contribute  to  satisfy  this  growing 
demand  for  the  novel?  The  answer  is  by  giving  the  cus- 
tomer unexpected  favors  and  displaying  unusual  polite- 
ness. It  is  not  often  fully  realized  the  extent  to  which 
"  new  "  and  "  different  "  service  can  go  in  satisfying  the 
longing  of  the  public  for  change,  and  the  desire  of  the 
store  management  for  distinction.  Conducting  a  cus- 
tomer unacquainted  with  the  store  to  the  elevator,  plac- 
ing chairs  for  customers  to  be  seated,  opening  of  doors, 
saying  "  Thank  you  "  and  meaning  it,  showing  deference 


144 


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ELEMENTS   OF    PERSONALITY 


145 


I 

I 
f 


to  all  opinions  expressed  by  the  customer,  getting  the 
customer's  point  of  view  in  all  matters,  and  expressing 
opinions  or  stating  facts  in  a  gracious  and  pleasing  man- 
ner, are  all  acts  that  should  be  cultivated.  The  dogmatic, 
overbearing  salesperson  is  too  common;  the  positive,  ag- 
gressive, yet  sympathetic  and  considerate  salesperson  is 
too  seldom  seen. 

No  doubt  untempered  aggressiveness  has  great  effec- 
tiveness in  some  lines  of  industry^  but  certainly  not  in  the 
business  of  dealing  with  human  nature.     The  fact  that 
Americans,     until     comparatively     recent    years,     were 
pioneers  engaged  in  wresting  the  land  from  the  age-long 
grip  of  nature,  accounts  in  part  for  their  rough  aggres- 
siveness and  desire  to  get  quick  results.     Then,  men  had 
to  deal  for  the  most  part  with  material  things  and  sav- 
ages, neither  of  which  demanded  a  display  of  courtesy; 
and  by  reason  of  the  nature  of  such  dealings  the  name 
pioneer  became  the  synonym  for  uncouthness.     Since  all 
Americans  were  more  or  less  pioneers,  the  discourtesy 
and  boastfulness  of  Americans  became  proverbial  in  Eng- 
land and  on  the  Continent.     Gradually  this  conception  of 
Americans  is  changing,  but  in  some  parts  of  the  Middle 
West  the  old  rough-and-ready  method  of  dealing  with 
customers  in  retail  establishments  still  obtains,   to  the 
great  loss  of  the  communities.     Mail  order  house  cour- 
tesy, expressed  in  its  correspondence  and  dealings,  has 
been  the  '*  different  "  element  in  connection  with  com- 
modities that  many  people  in  these  communities  have  been 
longing  for  in  vain  and  are  now  getting  —  from  the  out- 
side.    Unfortunate  it  is  that  courtesy  is  not  indigenous 
to  the  soil  of  these  communities,  but  far  more  is  it  to  be 
deplored  that  the  seeds  of  courtesy,  considerateness  and 


kindness  can  only  be  transplanted  to  this  soil  from  more 
fortunate  localities  with  the  utmost  difficulty. 

More  important,  perhaps,  than  how  discourtesy  origi- 
nated is  an  understanding  of  why  it  persists.  The  failure 
to  understand  its  importance,  which  has  already  been 
elaborated  upon,  is,  no  doubt,  one  of  the  chief  reasons  for 
its  persistence.  Another  reason,  almost  equally  impor- 
tant, is  the  belief  prevalent  among  some  people  that  hon- 
esty consists  of  "  stating  one's  mind  "  at  all  times.  Thus, 
if  a  friend  is  enthusiastically  exhibiting  a  painting  and  is 
endeavoring  to  get  the  hearty  corroboration  of  a  person 
of  this  character,  the  latter,  if  she  cannot  appreciate  the 
art,  thinks  that  she  is  dishonest  unless  she  boldly  con- 
demns and  depreciates  it.  She  does  not  try  to  see  what 
her  friend  sees.  She  is  not  sympathetic,  and  in  case  her 
friend  is  of  a  sensitive  structure  such  ruthless  criticism 
goes  counter  to  her  nature.  Honesty  is  not  discourteous- 
ness,  neither  is  courtesy  dishonesty.  In  fact,  discour- 
tesy  is   very   often    dishonesty   because    it    is   not    fair 

dealing. 

Again,  some  salespeople  *'  act  as  they  feel "  and  think 
that  they  are  sincere  and  honest.  The  trouble  with  them 
is  that  they  ''  feel  "  wrong.  They  do  not  put  themselves 
in  the  place  of  the  customer  and  hence  they  act  incorrectly 
from  the  standpoint  of  their  own  intentions.  In  other 
words,  they  are  not  sincere  to  themselves  although  they 
believe  that  they  are  acting  in  an  honest  way.  So-called 
sincerity  to  one's  feelings  can  never  be  justification  for 
lack  of  politeness  or  absence  of  courtesy  in  dealing  with 

others. 

To  continually  get  on  the  other  side  of  the  counter 
and  see  herself  as  customers  see  her,  is  the  important 


if 


4 


::1 


146 


RETAIL   SALESMANSHIP 


ELEMENTS   OF   PERSONALITY 


duty  of  the  salesperson.     To  measure  her  courtesy  from 
their  standpoint,  to  learn  to  appreciate  what  customers 
appreciate,  to  ascertain  their  feelings  and  interests  and 
magnify  them  rather  than  her  own,  are  fundamental  les- 
sons in  selling  goods.     Often,  successful  selling  means 
self-abnegation   which   is   distasteful   to   some   types   of 
salespeople,  but  it  must  be  remembered  that  subjugating 
self  is  sometimes  the  only  means  of  raising  self  to  a  higher 
level.     Personality  is  an  all-important  element  in  selling, 
and  any  means  available  or  method  employable  for  de- 
veloping it  should  not  be  depreciated. 

The  most  insignificant   actions  of  which  people   are 
capable  may  become  the  most  prominent  elements  of 
their  personality.     Discourtesy  may  prove  to  be  of  small 
consequence  in  early  life  but  its  growth  may  be  at  a  faster 
rate  than  the  development  of  positive  qualities,  so  that 
in  later  years  the  individual  finds  other  characteristics 
dwarfed  and  rendered  of  secondary  importance  by  the 
super-development  of  this  negative  attribute.     To  see  the 
comparative  growth  and  development  of  our  personal 
attributes  is  to  progress,   and  this  can  only  be  accom- 
plished by  getting  out  of  ourselves,  i.  e.,  getting  on  the 
other  side  of  the  counter. 

PROMPTNESS 

An  authority  on  retail  selling  ^  estimates  that  the 
prompt  salesperson  gains  from  twenty-five  to  fifty  per 
cent  more  business  than  her  less  vigilant  companion. 
Whether  or  not  this  per  cent  is  correct,  it  is  certain  that 
every  store  loses  much  trade  each  year  because  of  the  in- 
different and  dilatory  attitude  of  some  of  its  salespeople. 
To  substantiate  this  assertion  one  need  only  visit  half 

1  Corbin,  W.  A.,  "  Principles  of  Salesmanship,  Deportment  and  System," 
p.  79. 


147 


a  dozen  stores  at  random  and  observe  the  manner  in 
which  one's  needs  and  those  of  others  are  served.  Slow- 
ness in  discovering  and  approaching  customers,  and  an  at- 
titude of  hesitation  would  characterize  many  of  the  sales- 
people. In  fact,  in  some  stores  an  utter  indifference  to 
the  customer's  needs  and  desires  is  the  most  impressive 
feature.  The  customer  is  made  to  feel  like  an  intruder 
or  a  nuisance,  often  both. 

Contrasted  with  this  reception  is  the  eager,  courteous, 
cheerful  attempts  at  trade-getting  carried  on  by  the  mail 
order  houses.  The  customer  is  made  to  feel  that  her 
trade  is  valuable;  that  it  is  wanted  now;  and  also,  that 
it  is  appreciated.  If  retail  salespeople  can  learn  to  give 
more  customers  the  prompt  service  they  demand,  further 
loss  of  trade  will  be  prevented  and  much  of  the  business 
already  lost  will  be  regained.  But  the  customer's  busi- 
ness must  appear  worth  active,  energetic  effort;  any  other 
kind  of  endeavor  is  an  insult  to  the  customer's  concept  of 
values. 

The  causes  for  lethargy,  sluggishness  and  indifference 
on  the  part  of  salespeople  are  many  in  number,  but  the 
ones  considered  below  account  for  the  majority  of  of- 
fenses of  this  character  and  are  therefore  worthy  of  care- 
ful consideration.  The  remedies  for  these  evils  are 
practical  and  so  obvious  as  to  be  often  overlooked;  be- 
cause after  all,  in  retailing  as  elsewhere,  the  student  is 
impressed  with  the  old  fact  that  what  is  closest  to  people 
is  the  most  difficult  to  discern.  Thus,  instead  of  the  ob- 
viousness of  retail  selling  evils  and  their  remedies  being 
a  deterrent  to  the  restatement  and  reiteration  of  sound 
principles  of  improvement,  it  is,  in  fact,  all  the  more  rea- 
son why  these  principles  should  be  given  fresh  considera- 
tion and  examination  from  time  to  time  and  be  more 


"^ 


m 


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ELEMENTS   OF   PERSONALITY 


149 


i 


^    I  ! 


fully  emphasized.  Practical  experience  proves  beyond 
a  doubt  that  constant  study  by  salespeople  of  the  causes 
and  remedies  of  evils  that  become  obscure  through  fa- 
miliarity, produces  greater  selling  efficiency.  It  is  with 
this  end  in  view  that  the  succeeding  subjects  are  included 
in  the  present  discussion. 

One  of  the  chief  reasons  why  customers  are  not  given 
prompt  attention  is  because  salespeople  collect  in  groups 
and  carry  on  conversation.  Whatever  is  the  subject  mat- 
ter of  the  intercourse  —  gossip,  business,  religion  or  his- 
tory —  interest  in  what  is  being  said  by  the  members  of 
the  group  produces  abstraction,  salespeople  forget  what 
is  going  on  around  them,  and  as  a  result  customers  are  not 
served  promptly  and  are  often  antagonistic  in  attitude 
when  approached. 

That  the  customer  has  just  cause  for  being  vexed  un- 
der such  circumstances  cannot  successfully  be  contradicted. 
Perhaps  she  is  of  an  impatient  disposition  and  cannot  eas- 
ily resist  her  rapidly  swelling  indignation  at  the  insult; 
possibly  she  is  more  of  a  deliberative  person,  in  which 
case  she  reasons  that  if  the  store  is  slow  in  providing  her 
with  prompt  service  it  is  probably  slow  in  getting  the 
latest  goods  on  the  shelves ;  in  case  the  customer  is  vacil- 
lating in  temperament,   this  indisposition  to  decision  is 
aggravated  by  the  negative  indetermination  of  the  sales- 
people —  it  will  now  be  more  difficult  for  her  to  decide. 
Whatever  the  type  or  social  position  of  the  customer,  the 
impression  given  by  salespeople  that  they  are  more  in- 
terested in  their  own  petty  affairs  than  in  the  larger  in- 
terests of  the  store,  keeps  people  from  buying  from  such 
a  retail  establishment.     Customers  feel  that  this  kind  of 
a  store  would  not  appreciate  their  patronage.     A  lack  of 
confidence  in  the  store's  goods  and  methods  finds  root 


■y 

t 


and  flourishes  in  the  soil  of  salespeople's  indifference  to 
customers'  desires. 

Alertness  of  attitude  on  the  part  of  salespeople  im- 
presses the  customer  with  a  sense  of  thoroughness  and 
confidence.  This  positive  and  valuable  impression  should 
be  in  evidence  as  much  as  the  goods  themselves.  Con- 
gregating in  groups  of  two  or  more  gives  as  bad  an  impres- 
sion as  having  dust  on  the  goods  or  being  ignorant  of  their 
location.  Readiness  to  serve  at  all  times  is  some  of  the 
best  interior  advertising  a  store  can  have,  and  no  matter 
how  excellent  Its  window  display  or  its  newspaper  ad- 
vertising these  latter  will  be  nullified  If  the  customer's 
needs  are  not  promptly  served  when  she  accepts  the  Invi- 
tation of  this  exterior  advertising  and  enters  the  store. 

Some  salespeople  are  at  a  loss  to  know  what  to  do  be- 
tween sales,  and  because  nothing  offers  Itself  they  seek 
to  justify  themselves  In  conversing  with  their  neighbor. 
Strange  it  is  that  they  do  not  realize  that  such  intervals 
are  valuable  and  can  most  profitably  be  spent  in  a  not 
too  absorbing  study  of  the  goods.  Leisure  does  not  le- 
gitimately exist  behind  the  counter  until  the  salesperson 
knows  all  about  the  goods  from  the  standpoints  of  loca- 
tion, quantity  and  quality.  In  other  words,  leisure  mo- 
ments behind  the  counter  never  exist.  As  already  Indi- 
cated elsewhere  ^  goods  offer  Infinite  possibilities  for  study 
by  reading,  which  should  be  done  out  of  hours  of  work, 
and  by  first  hand  analysis  of  the  goods  themselves,  which 
of  necessity  can  take  place  in  the  store  only  during  work- 
ing hours. 

If  professional  men  followed  the  practices  of  salespeo- 
ple the  public  would  receive  sorry  service.  If  the  doctor 
only  worked  when  he  sold  his  goods,  i.  e.,  performed  the 

1  Chapter  TIL 


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operation  or  administered  the  medicine,  if  the  clergyman 
only  worked  when  he  delivered  his  sermon,  if  the  lawyer 
only  worked  when  he  defended  his  client,  what  degenera- 
tion in  service  would  be  evidenced  in  the  professions. 
Long  hours  of  study  and  investigation  in  office  and  labora- 
tory are  a  prerequisite  to  the  final  selling  of  their  serv- 
ices. Are  the  salesperson's  services  of  less  moment? 
Or,  are  her  services  of  a  high  character  without  study? 

On  being  asked  why  salespeople  did  not  know  as  much 
about  the  goods  they  handled  as  doctors  did  about  medi- 
cine, a  salesperson  replied,  "  Doctors  know  a  lot  because 
they  are  paid  a  lot."  Here  lies  the  fallacy  that  obtains 
in  many  a  salesperson's  reasoning  and  prevents  her  from 
becoming  expert.  Apparently,  it  is  thought  that  society 
selects  some  people  because  of  their  good  appearance, 
health,  disposition  or  what-not,  and  says  to  them,  "  We 
have  selected  you  as  the  beneficiary  of  our  favor.  Here 
is  a  large  salary  in  return  for  which  you  are  expected  to 
have  expert  knowledge  in  the  field  of  activity  you  choose 
for  your  own." 

Fortunately  for  the  well-being  of  all,  such  a  conception 
is  the  exact  opposite  of  the  actual  facts.  Society,  in  real- 
ity, says  to  all  mankind,  "  Become  expert  in  any  field  of 
endeavor,  be  prepared  to  give  expert  service,  and  as  a 
result  your  services  will  be  greatly  in  demand,  people 
will  be  willing  to  pay  more  for  your  work  than  for  the 
effort  of  others  less  expert,  and  you  will  be  happy  be- 
cause reward  has  repaid  effort."  If  this  true  causation 
were  fully  realized  by  salespeople,  as  well  as  the  univer- 
sal necessity  for  study  in  all  occupations  before  services 
are  offered  to  the  public,  a  new  standard  of  expertness 
would  appear  in  retail  selling  that  would  be  revolutionary 
in  its  character. 


■Vl*i« 


ELEMENTS   OF   PERSONALITY 


151 


Another  reason  for  lack  of  promptness  is  preoccupa- 
tion in  stockkeeping.  Stockkeeping,  highly  necessary  and 
commendable  in  itself,  sometimes  so  completely  absorbs 
the  attention  and  interest  of  salespeople  that  the  latter 
not  only  overlook  the  fact  that  customers  wish  to  be 
waited  on,  but  sometimes  actually  view  them  in  an  im- 
patient petulant  manner  as  disturbers  of  their  rightful 
labors. 

In  such  cases,  in  the  maze  of  her  duties,  the  salesper- 
son has  become  so  intimate  with  her  work  that  she  has 
lost  sight  of  the  raison  (Tetre  of  the  store.  She  has  made 
certain  work  the  end  instead  of  the  means  to  the  end. 
Satisfied  customers  should  be  the  aim  of  every  retail 
establishment.  To  secure  this  end  satisfactory  service 
must  at  all  times  be  supplied.  This  cannot  be  done  un- 
less salespeople  realize  the  end  toward  which  their  efforts 
are  supposed  to  contribute.  "  The  customer  is  the  big- 
gest thing  in  the  store  "  is  a  good  motto  to  have  imbed- 
ded in  the  mind  of  each  salesperson.  Whether  one  ac- 
tivity is  discontinued  or  another  one  commenced  depends 
entirely  on  whether  or  not  it  conduces  to  keeping  the  mind 
of  the  customer  in  a  happy  condition.  With  the  end 
of  all  selling  effort  clearly  and  continuously  in  mind, 
sluggishness  in  response,  and  antagonism  toward  disturb- 
ers of  daily  routine,  cannot  occur.  Preparation  to  serve 
the  public  well  should  never  stand  in  the  way  of  securing 
that  result. 

A  third  cause  for  salespeople's  slow  approach  to  as- 
certain customers'  needs,  is  fear.  This  may  arise  be- 
cause of,  ( I )  the  natural  timidness  or  indecision  of  the 
salesperson,  (2)  the  memory  of  unfortunate  experiences 
with  customers  in  the  past,  or,  (3)  the  unprepossessing 
appearance  of  the  customer. 


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RETAIL   SALESMANSHIP 


The  first  cause  of  fear  can  be  eliminated  by  training. 
At  the  very  beginning  of  her  career  the  salesperson  should 
realize  that  timldness  has  no  place  in  selling.     Salesman- 
ship is  leadership  if  it  is  anything  —  the  leading  of  cus- 
tomers to   satisfactions.     Timid   salespeople   are  never 
leaders.     They  lack  self-confidence,  vision,  and  are  usu- 
ally  self-conscious.     They   are    occupied   with   negative 
thoughts  —  how  they  may  offend  the  customer,  instead  of 
being  dominated  by  positive  thoughts  —  how  they  may 
serve  the  customer.     Subjective  thinking  must  give  way 
to  objective  thinking  if  the  salesperson  is  to  become  ef- 
ficient.    In  other  words,  she  must  fully  realize  that  the 
customer  has  many  wants;  that  probably  some  of  them 
are  at  present  unsatisfied;  that  unsatisfied  wants  give  a 
feeling  of  displeasure  while  satisfied  wants  give  a  sense 
of  happiness;  that  all  people   are  seeking  satisfactions 
and  happiness;  that  the  store  is  in  existence  to  satisfy 
people  seeking  satisfactions;  that  the  salesperson  Is  only 
performing  her   legitimate    function   when   she    aggres- 
sively and  promptly  attempts  to  give  customers  satisfac- 
tions by  ascertaining  and  supplying  their  needs.     The 
fact  should  never  be  overlooked  that  the  Initiative  and 
th«  right  to  exercise  It  rests  with  the  salesperson.     Inde- 
cision should  never  vitiate  prompt  action. 

This  does  not  mean  that  in  every  case  the  salesper- 
son should  advance  toward  the  customer  the  moment 
the  latter  comes  within  range  of  approach.  Some  cus- 
tomers are  timid  and  would  be  driven  away  by  too  bold 
an  approach,  but  the  point  to  be  made  is  that  the  Initia- 
tive should  remain  with  the  salesperson  -and  be  exercised 
when  it  will  be  the  most  effective.  In  most  cases, 
promptness  In  meeting  customers  is  desirable  and  is  part 
of  the  service  that  is  paid  for. 


ELEMENTS   OF   PERSONALITY 


153 


In  the  second  place,  the  remembrance  of  some  cus- 
tomer who  took  offense  at  the  salesperson's  promptness 
in  offering  service,  has  oftentimes  had  too  much  weight 
in  deciding  the  course  of  the  salesperson's  future  action. 
The  many  cases  of  satisfaction  exhibited  by  customers 
because  of  the  salesperson's  readiness  to  serve,  apparently 
have  had  less  weight  and  leave  a  less  vivid  Impression  on 
the  salesperson's  mind  than  the  comparatively  few  in- 
stances where  customers  took  offense  at  the  initiative 
shown.  That  the  minority  experiences  should  receive 
more  emphasis  as  a  guide  for  action  than  the  majority 
is  a  lamentable  fact,  but  yet  one  that  can  fortunately  be 
altered  so  as  to  develop  a  more  logical  procedure.  Usu- 
ally, to  call  attention  to  this  error  is  to  supply  the  remedy 
for  it,  while  a  careful  study  of  the  different  types  of  cus- 
tomers ^  will  tend  to  reduce  to  a  minimum  those  cases 
where  dissatisfaction  arises  because  promptness  rides 
roughshod  over  peculiar  temperaments. 

In  the  third  place,  uninviting  and  morose  appearing 
customers  should  never  be  the  reason  for  sluggishness  of 
approach.  People  of  this  type  necessarily  must  purchase 
goods,  and  they  will  naturally  trade  at  those  stores  where 
exchanging  their  dollars  for  merchandise  is  the  most 
pleasant  operation.  In  selling,  the  attitude  of  mind 
(vision)  of  the  salesperson  Is  everything.  If  the 
latter  can  forget  the  objectionable  characteristics  of 
such  persons  and  keep  constantly  In  mind  the  fact  that 
they  are  consumers  looking  for  satisfactions,  she  will 
be  able  to  make  the  right  approach  and  leave  a  good 
impression. 

Fear  is  an  enemy  to  sales  and  in  common  sense  has  no 
foundation.     The  reasons  for  its  existence  are  real  in  the 

1  See  Chapter  V. 


■'■^ 


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RETAIL   SALESMANSHIP 


minds  of  salespeople  and  may  often  be  difficult  to  remove, 
but  education  and  experience  can  eliminate  them. 

The  fourth  reason  for  lack  of  promptness  in  rendering 
service  is  a  misunderstanding  as  to  who  desires  and  de- 
serves service.  Apparently  the  belief  obtains  among 
salespeople  in  some  stores  that  the  '*  looker "  is  not 
worthy  of  prompt  service  or  else  that  she  does  not  de- 
mand it.  Whichever  is  the  case,  the  results  are  the  same  : 
dissatisfied  customers,  wasted  publicity,  loss  of  profits  and 
bonuses  and  the  ingraining  of  a  dangerous  negative  atti- 
tude in  salespeople. 

From  one  viewpoint  all  customers  are  lookers.  Even 
though  a  customer  knows  exactly  what  she  wants  and  asks 
for  it,  she  is  still  a  looker.  She  is  glancing  around  try- 
ing to  mentally  masticate  what  she  sees  so  as  to  be  able 
to  form  wise  judgments  in  future  buying.  In  fact,  she 
was  no  doubt  a  looker  for  the  article  directly  asked  for 
before  she  became  a  buyer  of  it.  Looking  precedes  buy- 
ing and  yet  is  an  intimate  part  of  buying,  just  as  continu- 
ous satisfaction  is  a  part  of  selling  although  it  follows 
the  actual  transfer  of  goods  known  as  the  "  sale." 

From  another  standpoint,  however,  nine-tenths  of  all 
customers  are  lookers.  It  may  safely  be  said  that  not 
more  than  one  out  of  ten  customers  has  a  definite  idea  of 
what  she  desires.  The  others  may  think  that  they  have 
but  when  different  styles,  patterns,  sizes  and  colors  appear 
before  them,  they  are  educated  to  change  their  former 
plans  and  specifications.  How  true  this  is  becomes  ap- 
parent if  customers  will  reflect  on  the  basis  for  their  own 
judgments.  A  true  judgment  can  only  be  formed  after 
the  evidence  is  all  in,  and  such  a  condition  can  exist  not 
merely  after  the  customer  has  "  looked  "  at  a  multitudin- 
ous array  of  commodities  in  different  stores,  but  only 


ELEMENTS   OF   PERSONALITY 


155 


after  the  facts  regarding  the  goods  have  been  presented 
by  salespeople.  Many  superficial  and  trouble-causing 
judgments  would  be  formed  if  customers  had  to  "  look  " 
their  way  into  conviction  and  ultimate  decision. 

Salespeople  not  only  overlook  lookers  for  the  reasons 
already  given  but  also  because  they  do  not  realize  their 
true  significance  in  our  industrial  order.  The  customer 
and  the  position  she  holds  is  not  appreciated.  Salespeo- 
ple fail  to  fully  realize  that  all  industry  works  for  cus- 
tomers, i.  e.,  lookers.  All  of  our  mines,  smelters,  for- 
ests, farms,  mills,  factories,  quarries,  and  shops,  work  to 
produce  goods  for  the  person  who  comes  into  the  store  to 
look  or  buy;  all  the  wagons,  automobiles,  steam  and  mule- 
pack  trains,  ships,  caravans,  and  human  shoulders,  are 
enlisted  for  one  purpose  —  to  satisfy  human  wants  by 
making  accessible  goods  and  services;  every  human  be- 
ing is  endeavoring  to  supply  something  to  the  ultimate 
consumer  —  the  person  across  the  counter. 

That  the  salesperson  should  be  apparently  oblivious  to 
the  tremendous  strategic  importance  of  the  ultimate  con- 
sumer can  perhaps  be  accounted  for  by  the  benumbing 
influence  of  daily  personal  contact  with  the  instigators 
and  supporters  of  industry.  The  latter  may  often  seem 
so  numerous  and  so  monotonously  similar  as  to  be  of  lit- 
tle importance.  If  the  salesperson  could  view  the  cus- 
tomer in  her  true  significance,  the  latter  would  be  a  much 
more  respected  person  and  would  receive  prompt  service 
whether  or  not  she  proclaimed  herself  a  looker. 

Of  what  does  promptness  consist?  How  may  lookers 
be  promptly  served  without  giving  offense?  The  fact 
that  such  questions  as  these  arise  in  the  minds  of  sales- 
people at  this  time  would  indicate  a  close  connection  be- 
tween the  character  of  the  approach  and  the  nature  of 


1 


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156  RETAIL   SALESMANSHIP 

the  customer.  It  is  true  that  this  relationship  exists  but 
it  IS  of  little  significance  in  this  case  because  whether  or 
not  the  customer  is  a  looker  cannot  be  determined  in  ad- 
vance. In  fact,  she  is  not  a  looker  until  the  salesperson 
has  forced  her  to  so  brand  herself  by  means  of  an  untact- 
ful  although  it  may  be  a  prompt  approach.  In  other 
words,  lookers  are  not  in  existence  until  they  are  made 
by  the  salesperson.  This  might  appear  contradictory  to 
the  above  statement  that  all  customers  are  lookers.  In 
reality,  this  contradiction  is  one  in  appearance  only.  The 
explanation  of  the  paradox  is  that  every  one,  from  an 
outsider's  view,  is  "  looking  "  in  order  to  form  buying 
judgments  which  may  develop  into  finality  at  the  time  of 
looking  or  at  some  later  time.  This  acknowledgment 
of  being  a  looker  is  not,  however,  uppermost  in  the  con- 
sciousness of  the  customer  and  if  not  called  forth  remains 
in  the  background.  Unless  the  salesperson,  therefore, 
forces  the  customer  to  so  define  herself,  the  customer  is 
neither  a  looker  from  her  own  standpoint  or  from  that 
of  the  salesperson.  She  is  a  potential  buyer  waiting  to 
be  interested  and  not  an  individual  appearing  in  the  store 
to  receive  a  condemnatory  classification  that  prevents 
further  intercourse  with  the  sales  force  of  a  department 
and  inhibits  possibility  of  buying  goods.  So  far  as  the 
looker  in  this  sense  (meaning  something  to  be  let  alone) 
is  concerned,  she  is  made,  not  born. 

How  are  lookers  made  ?  The  answer  is,  by  a  method 
of  approach  or  a  salutation  which  leads  customers  to  so 
characterize  themselves,  and  having  once  declared  their 
position  they  are  loath  to  alter  it.  The  methods  sales- 
people use  in  manufacturing  lookers  are  apparent  to  all 
after  a  moment's  reflection.  The  most  common  method 
is  by  asking  questions  such  as  the  following:     "  Is  there 


ELEMENTS    OF    PERSONALITY 


157 


anything  today,"  ''Waited  on?"  "Do  you  wish  any- 
thing? "  "  Can  I  show  you  something?  "  "  Is  there  any- 
thing I  can  do  for  you?"  "What  can  I  do  for  you?" 
"Something?"  Interrogations  of  this  nature  usually 
place  the  customer  on  the  defensive,  and  as  a  protective 
measure  she  declares  herself  merely  a  looker.  Past  ex- 
perience has  demonstrated  to  her  that  in  most  cases  such 
a  declaration  insures  immunity  from  further  attack  by 
the  salesperson. 

Psychologically  considered,  the  direct  interrogation 
is  a  crude  form  of  approach  or  introduction.  Especially 
is  this  true  if  the  customer  is  apparently  interested  in 
something  on  display.  Her  whole  chain  of  thought  is 
suddenly  altered  and  the  necessity  of  constructing  an  an- 
swer to  the  question  is  presented.  Being  alien  to  the  in- 
terest she  has  exhibited  in  examining  the  articles  on  dis- 
play, it  impedes  rather  than  facilitates  a  sale.  If  the 
question  is  stated  in  a  pleasant  and  gracious  manner,  its 
harm  may  be  greatly  neutralized,  but  if  the  asking  of  the 
question  has  become  mechanical  as  it  usually  does  after 
much  use,  the  customer  senses  its  sterility  and  is  as  un- 
favorably impressed  as  if  the  salesperson  had  not  made 
a  prompt  approach.  In  other  words,  promptness  in  ap- 
proaching a  customer,  if  coupled  with  certain  methods  of 
salutation,  may  be  worse  than  waiting  for  the  customer  to 
approach.  Promptness  must  be  tempered  with  under- 
standing. 

Promptness  in  selling  means  promptness  in  rendering 
service,  not  promptness  in  asking  questions  of  a  useless 
and  harmful  character.  Promptness  should  imply  readi- 
ness to  serve  if  needed,  also,  the  ability  to  approach  a 
customer  with  a  friendly  greeting  without  giving  an  im- 
pression of  intrusion.     Only  too  often  a  customer  feels 


158  RETAIL   SALESMANSHIP 

that  she  is  under  obligation  to  buy  if  she  examines  goods 
under  the  supervision  of  salespeople,  so  she  surrepti- 
tiously looks  at  goods  when  salespeople  are  not  over- 
diligent  in  the  endeavor  to  form  unbiased  buying  judg- 
ments. In  reality,  the  judgments  are  one-sided  not  hav- 
ing included  the  information  possessed  by  salespeople. 
So  far  as  the  customer  is  concerned,  however,  the  fear  of 
an  interrogation  and  the  dread  of  feeling  under  obligation 
to  buy  greatly  exceed  the  value  of  the  salesperson's  con- 
tribution to  the  buying  judgment.  The  latter  can  be 
dispensed  with  if  the  former  is  removed.  So  thinks  the 
customer. 

If  promptness  of  approach  and  salutation  can  avoid 
startling  the  customer  and  at  the  same  time  leave  no  im- 
pression that  she  is  under  obligation  to  buy,  it  combines 
the  elements  of  effectiveness  and  desirability.  This  can 
be  accomplished  by  avoiding  all  questions,  and  after  a 
friendly  salutation  such  as,  "  Good  morning,"  by  directly 
accelerating  interest  in  the  goods  that  have  commanded 
the  attention  of  the  customer.  Thus,  if  a  customer  is 
handling  neckties,  the  implication  is  that  he  is  interested 
in  them.  To  ask  if  there  is  "  anything  today "  is  to 
repeat  the  most  foolish  and  universal  phrase  heard  in 
retailing,  and,  needless  to  say,  the  customer  has  formed 
the  habit  of  answering  this  question  in  a  certain  stereo- 
typed manner.  Produce  the  universal  question  and  you 
get  the  universal  answer;  it  is  merely  cause  and  effect. 
On  the  other  hand,  suppose  the  salesperson  says,  "  Aren't 
they  distinctive?"  and  demonstrates  one  of  the  choice 
ties  against  his  own  shirt.  What  is  the  difference  in  the 
two  cases?  In  the  former,  a  mechanical  question  brought 
forth  a  mechanical  answer ;  it  served  to  destroy  the  cus- 
tomer's interest  in  the  ties  by  introducing  something  alien 


ELEMENTS   OF    PERSONALITY 


159 


to  them.  In  the  latter  case,  the  salesperson's  state- 
ment fitted  in  with  the  customer's  train  of  thought;  what 
the  customer  was  thinking  was  merely  stated,  enlarged 
upon  and  demonstrated.  No  friction  was  apparent,  and 
if  the  salesperson  gives  pleasing  information  and  educates 
the  customer's  sense  of  appreciation,  ties  will  be  sold 
without  the  necessity  of  "  asking  the  customer  to  buy." 
People  resent  being  ''  asked  to  buy  " ;  they  buy  when  there 
is  sufficient  reason. 

This  method  is  scientific  because  it  enters  the  selling 
process  at  the  psychological  moment.  It  recognizes  that 
the  attention  of  the  customer  has  been  secured  and  that 
interest  is  aroused,  and  proceeds  to  arouse  more  inter- 
est, create  desire  and  produce  decision.  It  makes  use 
of  what  has  already  been  accomplished  and  builds  on  it. 
All  the  invitations  to  buy  and  the  descriptions  of  goods 
in  the  advertisements  have  attracted  the  customer  to  the 
store  and  aroused  some  measure  of  interest  in  certain 
goods.  To  make  use  of  this  force  is  to  supplement  it; 
it  is  intelligent  selling. 

The  method  of  interrogation  fails  to  recognize  the 
steps  in  the  selling  process.  It  shatters  interest  in  the 
goods  by  altering  the  mode  of  thought  of  the  customer, 
and  is  wasteful  of  effort  in  that  it  fails  to  take  advantage 
of  the  ground  already  won.  Instead  of  following  the 
presumption  that  the  customer  intends  to  buy,  it  presents 
for  consideration  by  the  customer,  the  alternative  of  not 
buying.  Its  suggestion  is  negative  and  in  the  wrong  di- 
rection. It  should,  therefore,  be  eliminated  from  all  re- 
tail selling.  When  customers  are  looking  at  goods,  to 
present  the  attractive  features  of  these  goods,  promptly, 
energetically  and  pleasantly,  is  the  best  method  of  ap- 
proach when  done  tactfully,  i.  e.,  when  adapted  in  form 


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1 60 


RETAIL   SALESMANSHIP 


and  character  to  different  types  of  customers.  A  positive 
suggestion  or  two  regarding  the  goods  is  all  that  is  neces- 
sary for  some  types,  but  for  others  more  comprehensive 
information  must  be  given.  With  certain  customers,  the 
salesperson  must  give  the  impression  that  she  Is  only 
passively  interested  in  what  they  are  looking  at,  but  stands 
ready  to  answer  questions  or  demonstrate ;  she  must  not 
give  the  impression  of  "  prying  In.''  In  other  cases,  ener- 
getic attention  to  the  customer's  every  whim  and  remark 
is  essential  to  success. 

In  conclusion,  it  should  be  said  that  promptness  means 
readiness  to  serve  when  tact  shall  dictate.     It  does  not 
mean  rushing  up  to  customers  to  ask  questions,  neither 
does  It  imply  great  haste  in  showing  goods.     Surface  ac- 
tivity is  not  necessarily  promptness  as  here  considered. 
Promptness  is  one  of  the  resultants  of  right  thinking  and 
understanding.     It  is  best  seen  where  salespeople  are  on 
the  alert  at  all  times;  where  they  have  the  correct  mental 
attitude  toward  their  work  and  know  the  reason  for  the 
customer  in  the  store;  and  where  they  understand  the 
selling  process  and  fit  their  work  Into  It  rather  than  going 
counter    to    it.     Promptness    implies    tact,    enthusiasm, 
cheerfulness  and  the  other  positive  elements  of  personal- 
ity.    Without  them  it  is  indeed  handicapped. 

CHEERFULNESS 

Cheerfulness  is  a  most  necessary  element  in  the  per- 
sonality of  the  successful  salesperson,  although  just  what 
this  term  connotes  few  salespeople  understand.  Cheer- 
fulness is  the  state  of  being  gladdened  or  animated  which 
shows  Itself  In  the  face,  the  voice,  and  the  actions;  It  sug- 
gests a  strong  and  spontaneous  but  quiet  flow  of  good 
spirits.     It  is  prompted  by  dominantly  agreeable  emo- 


ELEMENTS   OF   PERSONALITY 


161 


tions  and  is  conditioned  upon  mental  and  moral  health 
and  freedom  from  irksome  cares. 

Cheerfulness  does  not  consist  of  wearing  "  the  smile 
that  won't  come  off."  Cheerfulness  cannot  be  worn  like 
a  garment.  To  be  effective  It  must  be  a  part  of  the  body 
as  much  as  the  eyes,  nose  or  ears.  When  merely  "  worn," 
affected  cheerfulness  appears  In  the  form  of  a  smirk  in- 
stead of  a  smile  on  the  face.  It  advertises  the  bluff  be- 
ing practiced  by  the  wearer.  Instead  of  radiating  con- 
fidence, it  arouses  suspicion.  Instead  of  being  an  asset, 
it  Is  a  liability. 

Since  cheerfulness  must  be  natural,  spontaneous,  in 
order  to  be  valuable  as  a  confidence  winner,  the  ubiquitous 
Injunction,  "  Smile,"  found  In  offices  and  stores,  or  the 
same  command  displayed  with  other  words  of  doubtful 
propriety,  can  accomplish  little  In  the  direction  intended. 
Business,  realizing  the  utilitarian  value  of  a  smile,  has  en- 
deavored to  find  a  quick  standard  method  of  manufactur- 
ing It  In  unlimited  quantities  and  with  interchangeable 
parts.  Fortunately,  for  those  who  love  naturalness  of 
conduct,  such  placards  have  only  performed  the  doubtful 
service  of  wall  decoration.  They  cannot  be  effective  be- 
cause they  are  dealing  with  an  effect  instead  of  a  cause. 
There  are  no  short  cuts  to  happiness  or  cheerfulness. 

Cheerfulness  is  a  matter  of  the  Inner  being,  of  the 
heart.  The  external  Indication  of  what  is  going  on  in- 
side Is  the  smile  or  frown.  The  former  appears,  if  the 
salesperson  has  developed  a  kindliness  for  humanity  and 
an  Intense  enthusiasm  for  the  goods,  if  she  has  good  health 
and  Is  not  harassed  by  worries  and  cares.  The  frown 
appears,  as  part  of  the  bodily  appearance,  when  selfishness 
rules ;  when  ignorance  of  stock  knowledge  makes  a  sales- 
person loath  to  respond  to  the  customer;  when  exercise 


'i 


1 62 


RETAIL   SALESMANSHIP 


ELEMENTS   OF   PERSONALITY 


163 


13 


has  been  neglected,  wrong  foods  eaten,  or  rest  inter- 
rupted; when  domestic  troubles  or  financial  anxieties  are 
forever  on  the  surface  to  chafe  and  aggravate  the  nerv- 
ousness resulting  from  the  day's  work.  The  conditions 
must  be  right  before  cheerfulness  can  appear.  The  cause 
must  exist  before  the  effect. 

Cheerfulness  is  emphasized  in  all  selling  because  it  has 
a  great  money  value.  Customers  are  attracted  toward 
the  cheerful  pleasant  salesperson.  There  is  enough  sor- 
row in  this  world  without  attempting  to  sell  it;  for,  it 
must  be  remembered,  a  salesperson  sells  her  personality 
as  well  as  the  goods.  Gloom  is  a  drug  on  the  market 
because  there  is  a  lot  of  it;  cheerfulness  is  high  priced  be- 
cause it  is  scarce.  Consequently,  the  store  with  much 
cheerfulness  exhibited  by  its  sales  force  is  more  valuable 
and  attractive  because  it  has  an  article  that  is  too  seldom 
found  and  is  much  in  demand. 

Cheerlessness  is  negative  and  repels  customers.  Peo- 
ple who  intended  to  buy,  unconsciously  turn  away  from  a 
gloomy  salesperson.  This  is  true  because  cheerlessness 
implies  indifference,  abstraction  and  unwillingness  to 
make  buying  pleasant.  Customers  like  to  shop  where 
buying  is  pleasant,  where  they  have  confidence  in  the  sales- 
people. Cheerlessness  destroys  both  of  these  incentives. 
It  is  the  force  that  neutralizes  valuable  advertising  and 
good  will.  People  have  been  invited  into  the  store  by 
publicity,  expecting  a  warm  welcome  and  a  show  of  appre- 
ciation for  their  effort  in  responding  to  the  invitation. 
They  cannot  consider  a  store  entirely  honest  that  contra- 
dicts its  words  by  its  actions,  and  the  latter  speak  louder 
than  the  former  in  retailing. 

Cheerfulness  is  a  remarkable  buffer  against  the  friction 
and  wear  and  tear  of  the  day's  work.     It  is  the  cushion 


that  eases  up  the  jar  and  shock  incident  to  contact  with 
customers.  Mistakes  in  representing  goods  or  in  hand- 
ling different  types  of  customers  inevitably  occur  during 
the  day's  efforts,  but  the  evil  effect  of  these  is  reduced  to 
a  minimum  by  the  factor  of  cheerfulness.  Cheerfulness 
may  *'  cover  a  multitude  of  sins," —  the  customer  will 
overlook  a  great  many  inefficiencies  if  the  salesperson  is 
cheerful.  Conversely,  no  matter  how  much  the  salesper- 
son knows  about  the  merchandise  or  the  customer,  if 
cheerfulness  is  lacking,  the  efficient  qualities  lack  in  luster 
and  may  go  for  naught. 

Cheerfulness  should  be  ever  present  whether  or  not  it 
is  encouraged  by  circumstances.  Sometimes  a  salesper- 
son is  rebuffed  by  the  silence  or  apparent  indifference  of  a 
customer.  It  is  hard  for  cheerfulness  to  thrive  in  such 
soil  but  it  is  a  plant  of  little  stamina  unless  it  does. 
Usually  its  persistence  wins  out  and  eventually  commands 
the  admiration  and  respect  of  the  irate  customer.  Un- 
wavering amiability  in  the  presence  of  provocation  often 
heaps  the  necessary  coals  of  fire  which  burn  a  sale  into  the 
unreasonable  customer.  Under  all  circumstances,  the 
best  antidote  for  gloom  and  cheerlessness  is  w^hole- 
hearted  sweetness  of  temper  and  cheerfulness.  This  rule 
has  no  exception  in  selling. 

A  smile  has  a  money  value  in  selling  it  if  it  is  attractive, 
but  there  are  some  kinds  of  smiles  worn  by  salespeople 
that  are  a  liability.  One  writer  ^  has  presented  the  fol- 
lowing classification : 

I.  The  pitying  smile,  when  the  customer  signifies  a 
desire  to  look  at  a  cheaper  article  than  the  first 
shown  her. 

1  Fisk,  J.  W.,  "  Retail  Selling,"  p.  203. 


164 


RETAIL   SALESMANSHIP 


m\ 


2.  The  sarcastic  smile,  when  the  customer  intimates 

she  Is  a  more  competent  judge  of  her  own  needs 
than  Is  the  salesperson. 

3.  The  knowing  smile,  when  the  customer  says  she  is 

buying  an  Inexpensive  garment  for  the  maid. 

4.  The  Idiotic,  meaningless,  vacant,  perpetual  smile  of 

the  salesperson  who  considers  a  smirk  her  stock 
in  trade. 

5.  The  bored  smile,  when  the  customer  speaks  proudly 

of  the  exceptional  cleverness  of  her  sister-in-law's 
second  cousin's  children. 

6.  The  *'  Heaven-help-me  "  smile,  exchanged  with  a 

fellow-salesperson  when  the  customer  finds  dif- 
ficulty in  deciding  between  two  silverware  pat- 
terns. 

All  salespeople  will  recognize  the  Importance  of  facial 
expressi-on  and  the  necessity  of  being  cheerful  and  re- 
flecting it  in  a  genuine  inviting  smile.  Artificiality  is 
never  attractive,  especially  not  at  close  range.  The  kind 
of  smile  a  salesperson  Is  going'to  have  twenty  years  from 
now  is  the  smile  being  worn  today.  Is  it  attractive  or 
repulsive?  Is  it  an  asset  or  a  liability?  Dress  can  be 
improved  upon  at  some  future  time  but  not  so  with 
facial  expression.  The  lines  developed  today  will  be  the 
features  tomorrow,  permanent  and  unchanging. 

If  cheerfulness  does  not  come  to  a  salesperson  natu- 
rally, it  can  be  developed.  The  smile  can  be  artificially 
developed  but  this  need  not  necessarily  result  in  an  artifi- 
cial smile,  any  more  than  artificially  stimulating  the 
growth  of  plants  produces  artificial  flowers.  If  a  melan- 
choly or  foreboding  salesperson  will  repeat  to  herself  on 
rising  in  the  morning:  "  This  is  a  wonderful  world.     It's 


ELEMENTS   OF    PERSONALITY  1 65 

great  just  to  be  alive,"  or,  "  I  feel  fine,  1  feel  happy,"  or, 
if   she   will    sing   or   whistle,    the    feelings   and   counte- 
nance   will    respond    appropriately.     Continuously    do- 
ing what  happy  people   do,   oftentimes  sows   the   seeds 
of  optimism  and  cheerfulness,  just  as   artificial   expan- 
sion and  contraction  of  the  lungs  of  a  drowned  person 
may  be  the  means  of  their  natural  functioning.     Cheer- 
fulness, reflecting  a  wholesome  attractive  smile,  should 
come    naturally    from   a    gladdened    animated   being   in 
good  spirits,  but  if  It  cannot  come  in  this  way  it  must 
come  by  whatever  method  It  can.     Artificially  produced^ 
smiles  are  often  just  as  good  as  the  naturally  grown, 
and  sometimes  they  are  better  and  more  winning;  but 
an  artificial  smile,  naturally  or  artificially  produced.  Is  a 
great  liability  to  the  possessor  and  is  repulsive  to  other 
people. 

Cheerfulness  in  retailing  is  at  present  too  conspicuous 
for  its  absence.  This  is  no  doubt  partially  due  to  lack 
of  emphasis  having  been  put  on  its.  importance,  to  store 
conditions  which  are  not  conducive  to  happiness  (ig- 
norance of  salesmanship  Included)  and  to  Ignorance  on 
the  part  of  the  salesperson  as  to  the  conditions  under  her 
own  control  conducive  to  cheerfulness.  The  future  is 
large  with  opportunity  for  betterment  as  the  value  of 
genuine  cheerfulness  and  the  means  of  acquiring  it  be- 
come more  generally  known  by  store  proprietors  and 
salespeople.  Part  of  the  recreation  hours  now  spent 
in  idleness  or  cheap  entertainment  will  be  illumined 
with  study  and  reflection,  which  will  Increase  the  sales- 
person's interest  in  her  work  and  create  cheerfulness. 
Keener  competition,  as  well  as  exhortation  of  store  man- 
agers, will  be  the  leading  causes  for  such  a  result. 
Greater    efficiency    in    distribution  (increased    sales    per 


i66 


RETAIL   SALESMANSHIP 


salesperson)  must  be  developed  if  retail  stores  are  to  be 
justified  in  the  future.  If  cheerfulness  can  help  in  bring- 
ing about  this  result,  it  will  have  economically  justified 
the  expense  and  efiort  consumed  in  its  production. 


■ 


m 


CHAPTER  VIII 
THE  SELLING  PROCESS 

The  selling  process  consists  of  four  operations,  viz., 
gaining  attention,  securing  interest,  creating  desire  and 
inducing  decision.  Unless  the  customer's  mind  is  led 
through  these  four  steps  no  sale  can  be  made.  When 
customers  such  as  the  impulsive  type  make  up  their  minds 
on  the  spur  of  the  moment,  these  four  steps  have  been 
gone  through  just  as  truly  as  when  the  deliberative  type 
consumes  much  time  in  deciding. 

Does  not  every  salesperson  realize  that  sales  cannot  be 
made  without  performing  these  four  operations?  Every- 
day observation  answers  this  question  in  the  negative. 
How  often  has  the  reader  had  a  salesperson  bring  out  an 
article,  give  two  or  three  facts  about  it  including  the  price, 
and  then  "wait"  for  the  customer  to  buy?  In  such 
cases,  the  salesperson  does  not  comprehend  the  w'orklngs 
of  the  human  mind.  She  does  not  understand  the  selling 
process;  she  does  not  realize  the  task  cut  out  for  her  by 
natural  conditions.  The  customer  "  waits  "  for  the  sales- 
person to  sell  and  the  salesperson  "  waits  "  for  the  cus- 
tomer to  buy.  In  many  such  cases  the  writer  has  seen 
sales  lost  because  the  customer  had  no  material  with 
which  to  form  a  buying  judgment.  Her  mind  had  not 
been  logically  directed  toward  a  certain  goal. 

In  order  to  understand  how  sales  are  made,  i.  e.,  what 
elements  enter  into  -their  determination,  the  selling  proc- 

167 


p 


i68 


RETAIL   SALESMANSHIP 


THE   SELLING   PROCESS 


169 


f  H 


'r; 


J 


1 


ess  must  be  broken  up  into  its  constituent  parts  and  each 
part  carefully  analyzed.  In  this  way,  the  importance  of 
each  act,  method  and  procedure  of  the  salesperson  may 
be  determined,  both  in  its  relation  to  the  other  elements 
and  the  sale  as  a  totality.  From  such  an  analysis  it  is 
to  be  hoped  the  salesperson  will  get  a  more  comprehen- 
sive idea  of  the  significance  of  influencing  the  minds  of 
customers,  and  be  able  to  make  practical  use  of  the  ma- 
terial presented  In  previous  chapters.  Unless  the  sales- 
person can  apply  the  knowledge  regarding  herself,  the 
goods,  and  the  customer,  in  the  actual  selling  process,  all 
this  wisdom  goes  for  naught.  The  one  end  of  all  knowl- 
edge in  salesmanship  Is  to  sell  goods.  The  analysis  of 
the  selling  process  will  now  be  given. 

ATTRACTING   ATTE.NTION 

There  are  six  general  methods  by  which  attention  can 
be  attracted,  viz.,  promptness,  attitude,  facial  expression, 
attentiveness,  form  of  speech  and  tone  of  voice. 

Promptness  means  constant  alertness  and  watchfulness. 
The  salesperson  should  immediately  discontinue  other 
work  on  seeing  a  customer  and  rapidly  advance  to  meet 
her,  either  walking  toward  her  behind  the  counter  or  out 
on  the  floor.  The  farther  away  from  her  original  posi- 
tion the  salesperson  meets  the  customer,  the  more  favor- 
able attention  does  she  attract.  The  customer  feels  that 
the  salesperson  Is  pleased  to  see  her,  and  as  a  conse- 
quence her  initial  attitude  toward  the  store  is  not  one  of 
antagonism.  Many  salespeople  take  a  step  or  two  to- 
ward in-coming  customers  but  a  more  aggressive  advance 
as  here  advised  has  greater  attention-attracting  value.^ 

Attitude,     The  salesperson  should  show  recognition 

1  See  page  146  ff.  ' 


by  a  nod  of  the  head,  and  expectancy  and  deference  by 
her  general  attitude.  If  she  is  pleased  to  see  the  cus- 
tomer her  whole  attitude  will  reflect  this  feeling  and  pro- 
claim welcome.  However,  no  matter  what  her  words 
and  face  may  say.  If  her  attitude  is  overbearing  and  un- 
concerned the  former  favorable  indicators  are  negatived. 

The  salesperson  should  also  appear  energetic,  thus  im- 
plying that  it  is  a  pleasure  to  serve  the  customer. 
Promptness  is  a  kind  of  energetlcness,  but  what  is  here 
meant  is  a  show  of  strong  vitality  or  animation  after  the 
customer  has  been  met.  Excellent  health  produces  this 
quality  more  than  anything  else. 

Finally,  a  self-confident  hearing  attracts  attention  to 
the  possessor  and  creates  confidence  in  the  customer  for 
the  salesperson  and  the  store.  This  attitude  is  extremely 
valuable  and  can  only  be  procured  by  knowledge  and  ex- 
perience. Knowledge  of  the  goods,  the  customer,  one's 
personality,  the  selling  process,  and  the  realization  of 
having  successfully  applied  the  same,  is  the  only  soil  in 
which  self-confidence  can  grow  and  thrive. 

Facial  expression.  The  face  should  show  expectancy. 
Such  an  expression  can  be  produced  by  wondering  in  what 
way  the  customer  can  be  served.  Blended  with  this  ex- 
pression should  be  a  smile.  The  latter  results  from  being 
truly  pleased  with  one's  opportunity  to  serve.  The  smile 
must  be  natural,^  as  an  artificial  smile  repels  and  destroys 
confidence.  A  natural  winning  smile  is  one  of  the  best 
attractors  of  attention.  Customers  attend  to  it  because 
it  creates  a  pleasant  sensation  in  them. 

Attentiveness.  Can  the  salesperson  perform  some 
unexpected  service  for  the  customer?  If  so,  the  latter's 
attention  is  irresistibly  directed  toward  the  person  per- 

1  See  page  160  flF. 


170 


RETAIL   SALESMANSHIP 


THE    SELLING    PROCESS 


171 


H! 


forming  the  unusual  act.  The  out-of-the-ordinary  never 
fails  to  get  people's  attention. 

Another  form  of  attentiveness  is  to  catch  the  custom- 
er's first  words.  No  worse  initial  impression  could  be 
left  with  the  customer  than  to  ask  her  to  repeat  what  she 
has  said.  The  salesperson  may  sometimes  find  it  neces- 
sary to  ask  the  customer  to  restate  what  she  has  said 
when  the  latter  has  garbled  her  words,  but  very  -often 
salespeople  ask  for  the  repetition  of  the  custodier's  first 
words  simply  because  they  have  not  been  paying  strict 
attention.  If  the  salesperson  looks  the  customer  in  the 
face  there  is  little  necessity  for  requesting  her  to  repeat 
her  statements.  Careful  attention  must  be  given  to  every 
move  the  customer  makes,  else  some  meaningful  expres- 
sions will  be  overlooked,  thereby  indicating  a  lack  of  in- 
terest on  the  part  of  the  salesperson. 

Form  of  Speech.  The  salesperson's  speech  attracts 
favorable  attention  when  it  is  courteous.  So  much  of 
every-day  speech  lacks  this  refined  element  that  when  it 
does  exist  it  attracts  attention.  Secondly,  it  should  be 
suited  to  the  customer.  It  must  be  simple  and  direct  with 
some   people,    more   dignified   and   less   persistent   with 

others. 

Thirdly,  instead  of  asking  the  customer  whether  she 
wants  "  something,"  the  salesperson  should  greet  her  with 
a  "  Good  morning."  If  this  is  said  with  the  expectation 
that  the  customer  will  speak  and  state  her  desires,  such 
will  be  the  case.  However,  it  can  be  said  in  such  a  way 
as  to  discourage  expression.  The  important  point  to  be 
noted  is  that  the  salesperson  should,  by  her  speech,  offer 
service  immediately  without  using  cut  and  dried  saluta- 
tions which  have  long  since  become  devitalized  by  constant 


use.^  Each  store  or  department  should  have  its  dis- 
tinctive salutation  which  could  be  discarded  and  replaced 
by  a  new  one  whenever  its  virility  and  effectiveness  were 
lost.  In  some  cases,  a  question  is  satisfactory  if  it  does 
not  place  customers  under  an  obligation  to  buy.  Ex- 
amples of  such  salutations  are:  "  Do  you  desire  serv- 
ice? "  "  Do  you  wish  attention?  "  etc.  Usually,  how- 
ever, questions  of  any  kind  are  a  bad  means  of  greeting 
people  because  energy  is  required  to  answer  them.  When 
customers  are  permitted  to  tell  their  needs  of  their  own 
accord,  a  much  more  favorable  impression  of  the  store  is 
left  with  them. 

Fourthly,  the  customer's  name  should  be  used  in  the 
salutation.  Few  salespeople  recognize  the  importance 
of  this  principle.  Attention  is  often  easily  secured  by  de- 
taching a  customer  from  her  surroundings  through  the 
mentioning  of  her  name.  Where  a  minute  before  she 
was  just  a  customer,  now,  after  mentioning  her  name,  she 
becomes  an  individual.  The  attention-getting  value  of 
this  individualizing  device  cannot  be  too  greatly  empha- 
sized in  the  first  step  of  the  selling  process. 

Tone  of  voice.  In  the  first  place,  the  tone  of  voice 
should  be  clear  and  distinct.  There  should  be  no  ques- 
tion on  the  part  of  the  customer  as  to  what  the  sales- 
person is  saying.  Attention  can  be  secured  through  the 
tone  of  the  voice  only  when  the  latter  carries  to  the  cus- 
tomer an  unmistakable  meaning. 

In  the  second  place,  the  tone  of  voice  should  be  sin- 
cere. If  the  salesperson  believes  what  she  says  and  is 
conscientiously  looking  out  for  the  welfare  of  the  cus- 
tomer, her  voice  will  reflect  the  sincerity  in  her  heart  and 


lB( 


1  See  pages  156-7. 


172 


RETAIL   SALESMANSHIP 


I 
'I 


i 


impress  the  customer  favorably.  If  the  customer's  con- 
fidence can  thus  be  secured  at  the  start,  not  only  is  atten- 
tion secured  but  also  good  will.  Sincere  thinking  and 
acting  are  prerequisites  for  a  sincere  tone  of  voice. 

In  the  third  place,  the  tone  of  voice  should  be  rhythmi- 
cal. A  high-pitched  voice  irritates,  a  low  unintelligent 
mumble  exasperates,  while  a  rhythmical  measured  tone 
soothes  the  customer.  The  latter  variety  is  attractive, 
inviting  and  actually  impels  attention,  while  the  others 
repel  and  antagonize.  Whether  or  not  a  customer  stops 
at  the  counter  long  enough  to  inspect  the  goods,  often 
depends  to  a  large  extent  on  the  cadence  of  the  salesper- 
son's tone  of  voice  when  speaking  the  words  of  introduc- 
tion. A  well-modulated  voice  should  be  a  part  of  every 
salesperson's  equipment.  If  it  is  not  a  natural  acquire- 
ment then  special  training  should  produce  it. 

In  the  fourth  place,  the  tone  of  voice  should  be  suited 
to  the  customer.  If  the  customer  is  an  impulsive  type 
the  tone  of  voice  will  be  louder  and  more  aggressive  than 
when  speaking  to  the  confident  customer.^  With  the 
suspicious  type  the  tone  of  voice  must  be  warm  with  en- 
thusiasm, but  with  the  friendly  customer  it  must  be 
cooler,  lighter  and  carrying  less  assurance.  With  the 
deliberative  customer  the  tone  must  indicate  carefulness 
and  willingness  to  go  into  detail  without  hurrying;  the 
obstinate  man  must  be  impressed  with  the  flexibility  of 
tone.  Whatever  type  of  customer  the  salesperson  meets, 
the  tone  in  which  the  first  few  words  are  said  secures  at- 
tention or  loses  it  just  in  proportion  to  its  suitability. 
Much  study  can  profitably  be  spent  in  analyzing  the  dif- 
ferent tones  in  one's  voice  and  in  ascertaining  in  what 
circumstances  each  is  the  most  effective. 

^  See  pages  92  ff.  and  X03  ff. 


THE   SELLING   PROCESS 


AROUSING   INTEREST 


173 


Interest  can  be  aroused  by  the  first  words  regarding  the 
goods  and  the  initial  actions  in  showing  them. 

First  words  regarding  the  goods.  First,  some  definite 
information  should  be  given.  The  customer  must  have 
something  around  which  she  can  build  her  thought.  In- 
stead of  glittering  generalities  that  make  no  impression, 
definite  facts  about  the  goods  should  be  stated.^  Thor- 
ough knowledge  of  the  merchandise  will  enable  the  sales- 
person to  make  this  valuable  first  impression.  Hack- 
neyed phrases  are  valueless. 

Second,  the  most  vital  selling  point  should  be  presented. 
Early  in  the  selling  process  this  point  is  of  greatest  value 
although  later  on  it  should  be  repeated.  The  vital  im- 
portance of  an  article  is  a  "  reason  "  for  buying  which 
should  not  be  overlooked  by  the  salesperson.  It  is  the 
element  that  gives  perspective  to  the  sales  talk.  By  the 
very  *'  bigness  "  of  an  idea,  interest  is  often  aroused  and 
opposition  forced  into  the  background.  The  most  vital 
selling  point  of  any  article  for  all  conditions  may  not  be 
determinable,  but  may  vary  with  customers.  However, 
whatever  the  salesperson  decides  upon  as  most  important, 
that  should  be  given. 

Third,  a  positive  statement  arouses  interest.  Let  the 
salesperson  affirm  in  a  positive  manner  some  function  that 
the  merchandise  is  supposed  to  perform,  and  the  cus- 
tomer will  tend  to  ignore  the  less  positive  impressions 
around  her  and  become  concerned  about  what  the  sales- 
person is  saying.  Having  confidence  in  what  one  is  say- 
ing is  here  an  important  factor,  because  without  it  a  deep 
enough  impression  cannot  be  made  on  the  customer's 

1  Sec  pages  35-42. 


^ 


174 


RETAIL   SALESMANSHIP 


THE   SELLING    PROCESS 


17s 


«*■.. 


mind  to  arouse  strong  interest  and  sustain  it  until  desire 
develops.  Self-conviction  must  occur  before  customer- 
conviction  can  exist. 

Fourth,  the  purpose  of  the  purchase  should  he  referred 
to.  Just  what  the  merchandise  is  supposed  to  do  or  ac- 
complish should  be  clearly  understood  by  customer  and 
salesperson.  Any  chance  of  future  misunderstanding  is 
thereby  removed,  and  both  parties  to  the  selling  trans- 
action feel  that  they  are  dealing  with  the  same  thing. 
When  customers  feel  that  their  interests  are  being  looked 
after,  interest  is  more  readily  aroused. 

First  actions  in  showing  goods.  First,  there  should 
be  promptness  in  showing  goods.  Interest  can  be  aroused 
by  an  immediate  display  of  appropriate  merchandise  or 
it  can  be  effectively  killed  by  hesitation  in  finding  and 
showing  goods.  Especially  is  this  true  with  the  im- 
pulsive customer  who  becomes  irritated  over  delays. 
Asking  other  salespeople  where  goods  are  to  be  found 
or  being  unable  to  locate  them  immediately  are  two  good 
methods  of  deadening  the  customer's  interest  in  the  goods. 
Lack  of  promptness  in  showing  merchandise  implies  in- 
difference  on  the  part  of  the  salesperson,  and  indifference 
never  yet  succeeded  in  arousing  a  customer's  interest. 
The  goods  should  be  displayed  before  the  customer  as 
soon  as  she  is  ready  to  look  at  them. 

Second,  the  salesperson  should  always  bring  the  goods 
to  the  customer.  It  ought  not  to  be  necessary  for  the 
customer  to  follow  the  salesperson  around  in  order  to 
purchase  goods.  If  the  customer  is  comfortably  seated 
and  the  goods  brought  to  her,  there  will  be  less  friction 
because  of  tired  nerves.  Interest  is  a  plant  that  grows 
out  of  the  soil  of  satisfaction.  Bringing  goods  to  the 
customer  creates  in  her  a  sense  of  satisfaction  because  it 


appeals  to  her  vanity  and  laziness.^  The  expenditure  of 
the  customer's  energy  discourages  the  expenditure  of  her 
money.  An  effort  on  the  part  of  the  salesperson  to  con- 
serve the  customer's  energy  always  brings  appreciation 
from  the  latter  and  arouses  her  interest  in  the  goods. 

Third,  the  goods  should  be  placed  in  reach  of  the  cus- 
tomer. This  permits  the  functioning  of  the  senses  of 
touch,  smell  or  taste,^  thereby  vivifying  the  initial  im- 
pressions of  the  merchandise  on  the  customer's  brain. 
Moreover,  goods  just  out  of  reach  often  exasperates  the 
customer  although  she  may  say  nothing,  and  thus  op- 
posing ideas  may  enter  her  mind  to  inhibit  arousal  of  in- 
terest. Sometimes  customers  cannot  resist  from  reach- 
ing for  goods  out  of  their  immediate  reach.  This  action 
indicates  that  for  a  time  their  interest  or  ardor  was  damp- 
ened and  could  not  be  revived  without  momentary  pos- 
session of  the  goods.  The  universal  characteristic  of 
laziness  was  overcome  because  the  instinct  of  possession 
was  stronger.  In  some  cases,  however,  the  reverse  of 
this  may  be  true,  and  the  customer's  sense  of  touch  or  her 
instinct  of  possession  may  never  be  appealed  to  if  the 
goods  are  not  displayed  so  that  she  can  handle  them  with- 
out effort.  Indeed,  if  she  can  be  induced  to  handle  them, 
interest  will  be  aroused  more  quickly  than  otherwise 
would  have  been  the  case.^ 

Fourth,  the  goods  should  be  displayed  to  the  best  ad- 
vantage. For  example,  pile  fabrics  appear  more  at- 
tractive when  the  light  strikes  them  a  certain  way,  while 
some  articles  seem  to  take  on  a  more  desirable  color 
when  exposed  in  natural  light.  If  possible,  the  article 
should  be  put  to  the  use  for  which  it  is  Intended.  Thus, 
ready-to-wear  arouses  interest  to  the  fullest  extent  only 

1  See  page  88  ff.  2  See  pages  46-7-  ^  See  page  74  «• 


h 


^i 


176 


RETAIL   SALESMANSHIP 


when  it  is  placed  on  the  customer.  Shoes  must  be  worn ; 
draperies  should  be  exhibited  in  the  manner  they  will 
appear  in  use ;  neckties  are  effective  when  held  against  a 
shirt  as  a  background;  socks  appear  to  best  advantage 
when  shown  on  a  model ;  furniture  exhibited  in  a  sympa- 
thetic environment  arouses  interest.  Merchandise,  to  ap- 
pear to  the  best  advantage,  must  be  displayed  from  the 
standpoint  of  color  and  form  as  it  will  look  in  actual  use. 
The  customer  is  usually  interested  to  know  ''  how  it  will 
look,''  and  this  reflection  of  the  instinct  of  curiosity  ^  is 
satisfied  through  appropriate  display. 

Fifth,  objectionable  features  should  be  removed.  This 
applies  to  the  immediate  surroundings  or  to  the  goods 
themselves.  If  neighboring  goods  tend  to  distract  the 
customer's  attention  or  neutralize  the  salesperson's  efforts 
in  any  way,  these  must  be  removed.  Sometimes  a  cus- 
tomer does  not  get  interested  in  draperies,  ready-to-wear 
and  other  merchandise  because  their  colors  clash  with 
those  of  near-by  goods.  The  difficulty  is  supposed  to  re- 
side in  the  contemplated  purchases  when  in  reality  it  lies 
in  the  inharmonious  surroundings. 

Moreover,  if  the  goods  themselves  have  temporary 
features  which  depreciate  them  in  the  eyes  of  customers, 
these  must  be  physically  eliminated  or  talked  out  of  ex- 
istence. An  example  of  using  physical  elimination  was 
recently  seen  by  the  writer,  when  a  shoe  salesperson  fitted 
a  "  boxless  "  shoe  to  a  customer's  foot.  Because  of  the 
lack  of  stiffening  over  the  toes  the  leather  wrinkled. 
For  this  reason  the  customer  lost  interest  in  the  shoe  until 
the  salesperson  filled  the  point  of  the  toe  with  curled  hair, 
preventing  further  wrinkling.  The  customer  showed  re- 
newed interest  in  this  particular  type  of  shoe  because  of 

1  See  page  80  flp. 


THE   SELLING   PROCESS 


177 


the  quick  elimination  of  the  objectionable  feature.  Ob- 
jectionable features  are  talked  out  of  existence  when  a 
salesperson  tells  a  customer  who  has  tried  on  a  suit,  that, 
*'  The  wrinkles  will  all  be  pressed  out,  of  course,"  or  that, 
"  The  coat  will  look  altogether  different  when  it  is  '  fit- 
ted.' "  Whatever  and  wherever  the  objectionable  fea- 
tures may  be,  the  salesperson  should  promptly  locate  and 
eliminate  them.  Interest  can  then  be  aroused  and  de- 
veloped into  desire  without  opposing  influences. 

Sixth,  the  goods  should  be  handled  so  as  to  enhance 
value.     Unrealized  by  some  but  nevertheless  true,  the 
value  of  any  article  is  not  fixed  at  any  moment  of  time. 
The  price  of  an  article  is  fixed  in  a  one-price  store  at  any 
moment  of  time  but  its  value  fluctuates  with  different  cus- 
tomers and  different  sales  talks.     It  is  within  the  power 
of  every  salesperson  to  increase  or  decrease  the  value  of 
the   merchandise.     The  writer  has   seen   beautiful   silk 
yard  goods  reduced  fifteen  per  cent  in  value  by  careless 
handling,  while  in  other  cases  the  very  same  kind  of  goods 
have  appeared  more  valuable  because  they  were  held  up 
admiringly  and  handled  in  a  deferential  and  respectful 
manner.     A  certain  salesperson  enhances  the  value  of 
shoes  by  carefully  wiping  them  with  a  flannel  cloth  before 
the  customer  tries  them  on.     Likewise,  the  gentle  way  in 
which  he  removes  them  from  the  box  gives  them  an  added 
importance  in  the  customer's  eyes.     The  most  expensive 
article  in  any  store  may  be  reduced  in  value  and  the  mean- 
est commodity  may  have  its  value  increased,  by  methods 
of  handling  during  a  sales  talk.     Salespeople  are  creators 
of  value,  and  just  to  the  extent  that  they  perform  this 
function  well  can  interest  be  sustained,  desire  created  and 
decision  induced. 

Seventh,  interest  is  augmented  by  showing  the  right 


178 


RETAIL   SALESMANSHIP 


'^ 


IfH 


^oods,     A  customer  asked  to  look  at  silk  dresses,  size 
36.     The  salesperson  showed  a  few  dresses  among  which 
was  only  one  that  appealed  to  the  customer.     A  good 
deal  of  valuable  time  was  consumed  in  considering  the 
different  features  of  this  dress  before  the  customer  acci- 
dentally discovered  that  it  was  size  38.     Immediately  in- 
terest in  silk  dresses  in  that  store  was  seriously  dampened 
and  could  not  be  revived,  although  there  were  several 
right  size  dresses  back  in  the  stacks  that  might  have 
proved  desirable.     Asking  for  a  basket-ball  and  being 
shown  a  foot-ball  is  another  example  illustrating  the  point. 
Many  more  could  be  given.     Enough  has  been  said,  how- 
ever, if  the  salesperson  realizes  that  the  customer  loses 
interest  in  the  goods  and  confidence  in  the  salesperson 
when  the  wrong  goods  are  brought  out  for  display. 

CREATING   DESIRE 

As  in  the  case  of  arousing  interest,  desire  can  be  ere- 
ated  by  two  means,  viz.,  words  and  actions. 

fFords.     First,  the  sales  talk  should  adapt  itself  to  the 
customer's  suggestions.     If  the  customer  desires  any  par- 
ticular  kmd  of  merchandise  the  salesperson  should  bring 
herself  mto  Ime   with   the  customer's  ideas,   unless,   of 
course,  the  customer's  ideas  are  contrary  to  her  own  wel- 
fare.    Even  in  this  latter  case,  however,  if  the  customer 
IS  determined  to  wear  or  use  something  contrary  to  what 
the  salesperson  thinks  is  best,  the  latter  should  concede 
the  point,  always  realizing  that  the  customer  must  be 
satisfied  —  not  the  store  or  its  salespeople.     It  is  diflH- 
cult  to  draw  the  line  where  the  salesperson  as  an  expert 
adviser  should  end  and  the  salesperson  as  a  reflector  of 
the  customer's  ideas  should  begin,  but  every  salesperson 
knows  that  such  a  line  exists.     By  the  time  the  third 


THE    SELLING   PROCESS 


179 


step  in  the  selling  process  is  reached,   the  salesperson 
should  have  discovered  just  what  her  function  is  in  this 
respect,  and  proceed  accordingly.     One  thing  is  certain, 
unless  the  salesperson  consciously  directs  her  course  of 
action  at  this  critical  point,  the  sales  talk  will  become 
either  inflexible,  rigid  and  uncompromising,  or  weak,  un- 
certain and  lacking  in  direction.     Adapting  the  sales  talk 
to  the  customer's  suggestions  is  necessary,  but  it  can  be 
overdone  thereby  robbing  the  salesperson  of  the  initiative. 
Second,  desire  will  be  created  if  new  ideas  are  supplied 
as  rapidly  as  they  can  he  utilized  by  the  customer.     If  a 
pot  of  boiling  water  receives  no  additional  water,  it  will 
burn  dry;  while  if  water  is  added  at  a  faster  rate  than 
evaporation  takes  place,  the  pot  will  overflow.    The  same 
is  true  of  customers  who  are  at  the  boiling  point  of  desire. 
New  ideas  must  be  added  as  fast  as  they  can  be  assimi- 
lated, but  no  faster.     If  new  ideas  are  not  given  to  the 
customer  as  quickly  as  the  old  ones  are  absorbed,  her 
mind  will  regain  its  freedom  and  go  into  realms  of  its 
own  selection.     In  other  words,  the  customer's  thinking 
has  ceased  to  be  directed^  and  when  this  happens  the  sales- 
person has  lost  control  of  the  situation.     Whether  or  not 
the  former  tactical  advantage  can  be  regained  depends  on 
the  ability  of  the  salesperson  to  redirect  the  customer's 
thought  along  lines  most  advantageous  for  the  creation 
of  desire.     On  the  other  hand,  if  new  ideas  are  introduced 
before  the  old  ones  have  been  assimilated,  the  customer 
has  mental  indigestion  and  rapidly  loses  interest  in  what 
the  salesperson  is  saying.     If  the  customer  is  observed 
closely  at  this  point  in  the  selling  process,  it  will  be  quite 
evident  when  ideas  have  taken  effect  and  when  they  have 
not. 

Third,  questions  should  he  answered  readily.     If  there 


m 


i8o 


RETAIL   SALESMANSHIP 


M 


;      J 


!*M 


is  any  hesitancy  in  answering  questions  the  customer's 
confidence  is  shaken,  and  it  is  difficult  to  regain  it  at  this 
point  in  the  sale.  Friction  or  inability  of  any  kind  are 
especially  conspicuous  when  the  salesperson  is  gathering 
momentum  for  the  closing.  A  complete  knowledge  of 
the  goods  is  necessary  to  create  desire.  No  matter  what 
the  customer  wants  to  know,  it  should  be  given  if  asked 
for.  Salespeople  cannot  afford  to  be  found  wanting  in 
this  respect  for  the  simple  reason  that  this  knowledge  is 
of  incalculable  value  and  can  readily  be  acquired.^ 

Fourth,  objections  should  he  anticipated,^  Objections 
are  doubly  effective  when  expressed  during  the  last  stage 
of  the  selling  process  even  though  they  are  adequately 
answered.  When  objections  are  met  before  they  are  ex- 
pressed they  lose  their  force  and  act  in  no  way  to  lessen 
desire  but  rather  to  increase  it.  It  is  no  doubt  difficult 
to  anticipate  all  objections  during  any  one  sale  but  there 
is  no  sale  in  which  some  objections  cannot  be  forestalled. 
The  strength  of  the  sales  talk  is  increased  in  proportion 
to  the  number  of  objections  anticipated.  In  order  to  be 
sure  of  forestalling  some  objections  the  salesperson  can 
make  a  study  of  the  most  commonly  expressed  objections 
and  how  they  may  best  be  answered.  The  results  of  this 
analysis  may  then  be  incorporated  into  the  sales  talk  which 
will  become  capable  of  removing  the  hidden  objections  in 
a  large  percentage  of  cases. 

Fifth,  the  most  vital  selling  points  should  be  used. 
One  or  two  of  these  should  have  been  used  previously 
in  arousing  interest,  but  now  these  should  be  emphasized 
again  and  enlarged  upon.  Also,  new  vital  selling  points 
must  be  presented.  Whatever  may  be  said  to  make  the 
customer  want  the  article,  should  now  be  disclosed.     Glit- 

1  Sec  page  32  ff.  2  See  page  184  ff. 


THE   SELLING   PROCESS 


181 


tering  generalities  have  no  place  here.  The  big  out- 
standing features  of  the  merchandise  should  be  made  to 
dominate  the  customer's  mind  to  the  exclusion  of  every 
competing  idea.  These  must  then  be  related  to  the 
customer;  they  are  of  little  use  unless  connected  up  with 
needs. 

Sixth,  other  purchasers'  experience  should  be  cited. 
Have  other  people,  including  the  salesperson,  used  the 
merchandise?  What  have  they  to  say  regarding  its 
claims?^  Sometimes  it  is  not  diplomacy  for  the  sales- 
person to  tell  the  customer  that  she  has  used  certain 
goods  herself  and  likes  them,  because  some  customers 
do  not  want  to  buy  anything  that  a  salesperson  buys.  Es- 
pecially is  this  true  of  ready-to-wear.  On  the  other  hand, 
salespeople  often  feel  that  they  have  won  the  customer's 
confidence  and  respect  and  may  strengthen  their  case  by 
referring  to  themselves.  Whether  or  not  the  salesper- 
son's personal  experience  is  referred  to  must  depend  upon 
the  type  of  customer  and  related  circumstances.  Other 
customers'  experiences  may  be  advanced  without  the  dan- 
ger that  attends  the  salesperson's  own  experience,  but 
even  here  care  must  be  taken  in  using  people's  names.  If 
the  people  referred  to  are  held  in  high  esteem  by  the  cus- 
tomer, well  and  good,  but  if  such  is  not  the  case  great 
harm  may  be  done  by  quoting  them.  Citing  other  cus- 
tomers' experiences  is  valuable  not  only  because  it  sub- 
stantiates the  claims  of  the  salesperson  but  also  because 
it  appeals  to  the  instinct  of  imitation.^ 

Seventh,  the  evidence  of  manufacturers  or  other  au- 
thorities  should  be  used.^  Sometimes  educators,  scien- 
tists, manufacturers  and  others  have  evidence  that  is  of 


1  See  pages  44,  77.  2  See  page  78. 


3  See  pages  43-4. 


l82 


RETAIL   SALESMANSHIP 


'   1 


a  convincing  character.  If  this  proof  is  brought  to  the 
attention  of  the  customer,  her  desire  for  the  article  is 
created,  because  she  feels  that  the  merit  of  the  merchan- 
dise is  universally  accepted  and  is  greater  than  she  had 
anticipated.  The  creation  of  this  new  element  of  value 
freshens  the  sales  talk  and  helps  to  construct  a  conception 
of  value  that  is  commensurate  with  price. 

Eighth,  getting  the  customer  to  agree  with  the  sales- 
person is  an  effective  means  of  creating  desire.  If  the 
customer  agrees  once  it  is  easier  for  her  to  agree  again. 
On  the  other  hand,  if  the  salesperson  encourages  argu- 
ment the  possibility  of  increasing  opposition  is  augmented. 
Action  tends  to  take  place  along  the  lines  of  agreement, 
so  if  enough  agreement  can  be  induced,  opposition  is  elim- 
inated and  action  appropriate  to  reason  ensues.  Asking 
a  customer  her  opinion  of  the  merchandise  often  brings 
words  of  praise  which  react  on  her  making  her  enthusi- 
astically desirous  of  the  goods.  A  sale  does  not  "  grow  " 
like  Topsy;  it  is  built  up  by  conscious  effort  with  positive 
elements  such  as  agreement. 

Actions.  First,  the  right  quantities  should  he  shown. 
In  selling  ready-to-wear  the  tendency  is  to  show  too  much. 
The  customer  is  overcome  by  the  extensive  array  and 
wide  variety  of  merchandise  and  has  difficulty  in  concen- 
trating her  attention  on  any  one  article.  In  the  case  of 
yard  goods  oftentimes  not  enough  is  shown.  The  cus- 
tomer feels  that  the  salesperson  is  not  willing  to  go  to  the 
trouble  of  bringing  down  and  displaying  a  wide  range  of 
merchandise.  There  is  a  happy  mean  between  these  two 
extremes.  Like  ideas,  no  more  merchandise  should  be 
exhibited  than  can  be  readily  observed  and  assimilated. 
The  customer  must  be  able  to  note  and  remember  the  at- 
tractive features  of  each  article,  otherwise  accurate  com- 


THE  SELLING  PROCESS 


183 


parisons  are  impossible.  If  too  limited  a  stock  is  dis- 
played the  customer  soon  assimilates  their  qualities  and 
becomes  uneasy.  Her  interest  does  not  develop  into  de- 
sire unless  her  appetite  for  seeing  is  satisfied.  By  care- 
ful observation  of  the  customer,  correct  quantities  of 
goods  can  be  shown. 

Second,  comparison  with  other  goods.  This  compari- 
son should  reveal  the  points  of  superiority.  Without 
"  knocking  "  lower  priced  goods,  or  goods  of  competi- 
tors,^ the  salesperson  may  show  exactly  wherein  her  goods 
contain  more  value  for  the  price.  Demonstration  often 
reveals  excellence  better  than  words.  Thus,  if  a  cus- 
tomer reclines  in  a  $60  davenport  and  then  rests  in  a 
$100  one,  the  superiority  of  one  over  the  other  is  actually 
experienced.  A  desire  for  the  better  article  is  created 
whether  or  not  the  customer  can  afford  to  pay  the  higher 
price.  Again,  if  the  customer  can  be  made  to  realize  that 
a  certain  mail  order  house  rug,  while  it  looks  similar  to 
one  in  the  store,  is  cheaper  because  it  has  ten  per  cent 
of  jute  woven  into  it,  the  salesperson  has  ^ven  a  reason 
for  the  higher  price  of  her  rug  and  demonstrated  its  su- 
periority at  the  same  time.  Unfortunately,  too  often  the 
salesperson  does  not  know  the  true  character  of  com- 
petitors' goods  and  therefore  cannot  speak  with  author- 
ity. It  means  nothing  for  the  salesperson  to  say  that  she 
thinks  her  rug  is  better;  she  has  to  know  and  demonstrate 
her  knowledge  before  opposition  in  the  customer's  mind 
is  broken  down  and  desire  created. 

Third,  the  more  of  the  senses  that  are  appealed  to,  the 
more  efficient  is  the  sales  talk  in  creating  desire.^  The 
only  means  of  approach  to  the  brain  is  through  the  five 
senses.     If  the  salesperson  can  work  out  sense  appeals 

1  See  page  i88.  ^  See  page  46  ff. 


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184 


RETAIL    SALESMANSHIP 


.'Uji! 


for  everything  she  sells,  the  greater  will  be  the  possibility 
of  getting  people  to  desire  goods.  Much  yet  remains  to 
be  done  in  this  field. 

CLOSING   THE    SALE 

The  final  step  in  the  selling  process  may  be  successfully 
accomplished  by  certain  definite  appeals  by  words  and 
actions,  yet,  first  of  all,  the  salesperson  must  be  able  to 
recognize  the  best  time  to  close.  With  the  impulsive 
type  the  sale  may  not  be  closed  in  time ;  with  the  deliber- 
ative customer  it  may  be  closed  too  quickly.  The  prob- 
lem of  when  to  close  arises  with  the  other  types  as  well. 
No  one  can  tell  the  salesperson  just  when  to  close.  She 
must  be  able  to  sense  when  the  psychological  moment  has 
arrived.  Study  plus  experience  will  develop  this  ability. 
If  the  previous  three  steps  have  been  well  performed,  the 
last  step  should  not  be  extremely  difficult.  Yet  there  are 
certain  subtle  factors  which  tend  to  obstruct  decision,  a 
consideration  of  which  in  the  following  paragraphs  should 
aid  the  salesperson  in  successfully  overcoming  them. 

Closing  by  Words,  First,  handling  objections.  No 
matter  how  effective  the  sales  talk,  or  how  much  interest 
has  been  developed,  if  an  objection  presents  itself  in 
the  customer's  mind  and  is  not  dislodged,  the  salesperson 
is  prevented  from  closing  the  sale.  Such  objections  are 
known  in  psychology  as  inhibiting  ideas.  As  long  as 
these  ideas  or  objections  are  prominent  in  the  customer's 
mind,  or  are  even  lurking  in  the  margin  of  her  conscious- 
ness, she  will  not  decide  to  buy.  All  obstructions  to  de- 
cision, expressed  or  unvoiced,  must  be  eliminated  before 
the  fourth  step  in  the  selling  process  can  be  reached. 
The  express  train  of  selling  effort  cannot  reach  its  desti- 


THE   SELLING    PROCESS  1 85 

nation  —  sales  —  unless  it  has  a  clear  track  on  which  to 
operate. 

The  salesperson  should  know  quite  thoroughly  the  ob- 
structions that  are  most  likely  to  be  thrown  into  the  path 
of  her  sales  talk.  Preparation  to  meet  objections  is  the 
only  successful  way  of  handling  them.  Extemporaneous 
treatment  is  fraught  with  danger.  Naturally,  unexpected 
objections  that  under  no  circumstances  could  be  foreseen 
and  provided  for,  will  come  up  from  time  to  time  during 
any  day's  work.  Clever  impromptu  handling  of  such  by 
able  salespeople  often  occurs,  but,  unfortunately,  this  suc- 
cess sometimes  obscures  the  necessity  for  careful  study  to 
meet  most  effectively  the  objections  that  usually  occur. 

Not  only  should  the  salesperson  be  prepared  to  meet 
expressed  objections,  but  also  unexpressed  objections  or 
inhibiting  ideas.  These  inhibiting  ideas  can  often  be  as- 
certained by  noting  the  attitude  of  the  customer  when  the 
price  is  mentioned  or  when  quality  or  style  is  explained 
or  emphasized.  If  the  buying  motive  can  thus  be  ascer- 
tained, the  most  logical  inhibiting  ideas  detrimental  to  a 
sale  may  be  disclosed  and  effectively  eliminated  according 
to  prearranged  plans.  To  ably  meet  an  objection  that 
is  Stated,  is  good  salesmanship,  but  to  anticipate  and 
adroitly  meet  an  unexpressed  objection  thereby  forestall- 
ing it,  is  better  salesmanship.  Inhibiting  ideas  should  be 
killed  while  they  are  still  on  the  fringe  of  consciousness  ; — 
before  they  come  to  hold  the  center  of  the  stage. 

Some  of  the  most  common  objections,  whether  stated 
or  unexpressed,  are  known  to  every  experienced  and  able 
salesperson.  One  of  these  is  price.  How  often  has  the 
objection,  ''  the  price  is  too  high,"  ended  all  effort  to 
consummate  a  sale.     When  customers  say  this  do  they 


«ti 


i86 


RETAIL   SALESMANSHIP 


mean  that  the  price  Is  absolutely  too  high  for  them,  i.  e., 
that  they  actually  cannot  afford  It,  or  do  they  mean  that 
the  store  Is  asking  too  much  for  the  goods,  I.  e.,  that  a 
lower  price  would  Insure  a  fair  profit?  Or  may  It  be 
possible  that  customers  in  some  cases  may  mean  neither 
of  these  possibilities?  Sometimes  people  use  the  above 
phrase  to  cover  up  a  general  disinclination  to  buy.  Be- 
cause of  the  latter  use,  this  phrase  has  developed  Into  a 
commercial  term,  which,  when  expressed,  usually  Indicates 
that  the  salesperson  has  failed  to  gain  the  Interest  of  the 
customer.  Redoubled  effort  to  interest  the  customer  is 
the  best  means  of  handling  this  objection  under  these  cir- 
cumstances. 

Where  price  appears  to  be  the  real  stumbling  block  to 
the  sale,  i.  e.,  when  the  customer  feels  that  she  cannot  af- 
ford it,  the  reason  usually  Is  because  the  salesperson  has 
not  demonstrated  that  the  worth  of  the  article  (Its  ability 
to  satisfy  wants)  Is  equal  to  the  price  or  is  fairly  repre- 
sented by  it.  In  cases  of  this  kind  the  trouble  is  with 
the  customer's  estimate  of  the  article's  value.  Her  con- 
ception of  value  Is  faulty  because  of  her  lack  of  apprecia- 
tion, which  in  turn  Is  due  to  the  negligence  or  inability  of 
the  salesperson  to  supply  it.  The  customer  must  be  made 
to  feel  the  sensations  of  a  possessor;  she  should  realize 
distinctly  the  satisfactions  that  would  accrue  to  her  in 
return  for  the  price  asked. 

The  worth  of  the  article  is  what  the  customer  could 
get  out  of  it;  the  value  is  what  the  customer  thinks  she 
could  get  out  of  It.  The  worth  must  be  equal  to  or 
greater  than  the  customer's  conception  of  Its  value  if  the 
sale  is  to  be  permanently  satisfactory.  Whether  or  not 
the  customer  buys  depends  on  the  salesperson's  display 
of  the  article's  virtues  and  their  relationship  to  the  needs 


THE   SELLING   PROCESS 


187 


of  the  customer.  Hugh  Chalmers  says,  "  If  you  need 
an  article,  you  pay  for  It  whether  you  buy  it  or  not."  To 
show  the  need  Is  often  the  business  of  the  salesperson. 
Needs  do  not  always  present  themselves  clearly  to  the 
customer.  In  order  to  be  fully  realized  they  have  to  be 
held  before  the  attention.  Worth  becomes  value  when 
anv  article  Is  fully  appreciated.  No  commodity  is  highly 
valued  or  "  Is  worth  much  "  until  its  qualities  and  their 
relationship  to  the  customer  is  known.  Hence  the  ne- 
cessity of  "  knowing." 

Price  Is  the  money  expression  of  the  costs  of  produc- 
tion and  distribution,  Including  a  legitimate  profit  In  both. 
It  should  not  be  more  than  the  worth  of  the  article  and  is 
oftentimes  less.  If  the  customer's  conception  of  the 
article's  value  Is  less  than  its  price,  not  only  should  the 
worth  of  the  article  be  further  demonstrated,  but  also  the 
reason  for  the  price,  I.  e.,  the  care  taken  in  Its  manufac- 
ture, products  used,  processes  gone  through,  and  any  other 
features  that  might  Interest  the  customer.  Especially 
with  high  priced  articles  Is  It  necessary  to  explain  the 
manufacture  and  selling  costs  to  a  thrifty  customer.  To 
thus  legitimatize  the  price  is  often  the  only  way  to  close 
a  sale,  even  when  the  worth  of  the  article  Is  fully  re- 
alized by  the  customer.  Unfortunately,  ignorance  of 
the  factors  that  go  to  make  up  cost  often  stands  in  the 
way  of  meeting  an  objection  against  price  itself. 

A  second  objection  often  met  Is  sometimes  expressed 
by  the  phrases,  "  I  want  to  look  around  before  I  decide," 
or,  *'  I'll  think  It  over  and  come  In  again."  Unexpressed, 
it  is  indicated  by  uneasiness  on  the  part  of  the  customer 
when  the  salesperson  attempts  to  close  the  sale.  In  the 
latter  case  the  customer  may  not  be  able  to  adversely 
criticize  the  article  In  any  way  and  may  desire  it.     How- 


«l 


i 


i88 


RETAIL   SALESMANSHIP 


ever,  in  the  margin  of  her  consciousness  Is  the  inhibiting 
idea  that  possibly  a  better  bargain  may  be  secured  else- 
where, and  that  there  will  be  regret  later  if  action  is 
premature  or  hasty. 

When  the  salesperson  realizes  that  the  customer  is 
desirous  of  shopping  before  coming  to  a  decision,  what 
should  be  her  attitude  toward  the  situation?  Should  she 
attack  competitors  or  try  to  depreciate  their  lines?  Al- 
though this  is  often  done  it  Is  poor  salesmanship.  The 
result  of  such  action  is  a  feeling  on  the  part  of  the  cus- 
tomer that  the  salesperson  fears  the  competitors  and  is 
afraid  the  sale  will  be  lost  if  she  has  a  chance  to  look 
around.  This  increases  the  customer's  desire  to  do  so. 
There  is  an  old  saying,  "  If  your  competitor  talks  about 
you,  put  him  on  your  pay  roll.  It  does  not  matter  what 
he  says  so  long  as  he  talks."  Talking  about  one's  com- 
petitor or  his  goods  suggests  that  these  are  Important 
considerations  —  important  because  they  have  forced 
themselves  to  the  front  for  consideration.  But  when 
competitors'  goods  have  been  brought  Into  the  foreground 
by  the  customer,  their  merit  should  be  recognized;  they 
cannot  be  ignored.  Competitors  and  competing  goods 
can  best  be  placed  in  the  background  by  describing  thor- 
oughly the  merit  of  the  goods  the  salesperson  is  trying  to 
sell.  One  department  manager,  when  asked  how  he 
handled  "  shoppers,"  said,  "  We  endeavor  to  sell  them. 
Women  will  always  look  around  before  they  buy,  so  we 
realize  that  we  cannot  always  get  their  order  at  first. 
But  we  try  to  find  something  In  the  line  they  are  Inter- 
ested in  that  entirely  suits  them,  and  then  we  endeavor 
to  Interest  them  in  this  article  and  get  them  to  desire  it 
so  much  that  anything  else,  no  matter  where  it  is  found, 
will  not  appeal  to  them."     To  sell  goods  on  their  merits 


THE   SELLING   PROCESS 


189 


rather  than  on  the  demerits  of  competitors'  goods,  is 
good  salesmanship. 

If  the  customer  expresses  her  desire  to  look  elsewhere, 
it  is  always  wise  for  the  salesperson  to  appear  perfectly 
willing  to  have  her  do  so.  To  attack  the  idea  of  looking 
elsewhere  brings  It  from  the  margin  Into  the  focus  of 
consciousness  and  makes  it  more  effective  in  controlling 
action.  Confidence  should  be  expressed  that  no  competi- 
tor can  surpass  the  article  in  merit,  but  that  the  customer 
cannot  fully  realize  this  until  she  has  seen  other  articles. 
Renewed  energy  should  then  be  put  forth  In  summing  up 
the  points  of  merit  possessed  by  the  article,  and  in  bring- 
ing out  new  clinching  arguments.  Nothing  will  sell 
goods  to  a  customer  prone  to  look  around,  so  much  as  a 
willingness  exhibited  by  the  salesperson  for  her  to  look 
elsewhere,  and  a  large  fund  of  convincing  information 
about  the  goods.  Customers,  like  children,  have  a  tend- 
ency to  do  what  they  are  not  desired  to  do ;  so  when  the 
salesperson  answers  their  declaration  of  looking  around 
by  commending  it  and  advising  its  performance,  forces 
are  at  once  set  at  work  In  the  customer's  mind  opposing 
its  own  suggestion  and  tending  to  eliminate  Its  practical 
application.  Expressed  or  Implied  unwillingness  to  have 
a  customer  look  around  before  purchasing  Is  justifiable 
under  no  conditions  and  Is  usually  evidence  of  the  inabil- 
ity of  the  salesperson  to  arouse  the  Interest  of  the  cus- 
tomer In  the  goods.  This  may  be  due  to  the  defects  of 
the  goods  themselves  but  more  often  it  is  due  to  the  blun- 
ders of  the  salesperson.  Restraint  is  not  a  proper  nor 
is  it  an  effective  way  of  selling  goods. 

A  third  objection  to  closing  a  sale  may  be  the  presence 
in  the  customer's  mind  of  Inhibiting  ideas  in  the  form  of 
rival  desires  competing  to  be  satisfied.     Thus,  if  a  set 


m 


M 


190 


RETAIL   SALESMANSHIP 


of  encyclopedias  is  purchased,  a  trip  to  the  Adirondacks 
must  be  foregone;  or  if  a  set  of  furs  is  bought,  an  old 
piece  of  furniture  may  escape  the  discard.  Since  most 
people  have  limited  means,  one  purchase  usually  displaces 
another,  although  customers  may  infrequently  view  a 
purchase  in  terms  of  goods  gone  without.  With  high 
priced  articles,  however,  if  the  satisfying  ability  of  one  is 
pitted  against  the  satisfying  ability  of  the  other,  a  logical 
buying  judgment  is  formed  that  will  insure  maximum 
satisfaction.  The  salesperson  can  better  display  the 
merits  of  her  goods  if  she  can  obtain  knowledge  of  com- 
peting desires  that  serve  as  inhibiting  ideas.  Often- 
times this  information  can  be  secured  from  something  that 
the  customer  may  say,  or  by  questioning  her.  Knowl- 
edge of  such  objections  places  the  salesperson  in  a  po- 
sition to  advise  the  customer  and  perhaps  remove  her 
from  an  unsatisfactory  dilemma. 

A  fourth  objection  sometimes  expressed  is,  "  My  hus- 
band must  see  it."  Where  the  customer  is  sincere  noth- 
ing remains  for  the  salesperson  to  do  except  wait  for  the 
husband  to  come.  However,  in  many  cases  this  objec- 
tion is  expressed  merely  to  give  some  reason  for  not  pur- 
chasing an  article  for  which  no  desire  has  been  created. 
It  thus  resembles  the  objection,  "  Price  too  high."  The 
salesperson  should  realize  that  interest  has  not  been  thor- 
oughly developed,  and  an  attempt  must  be  made  to  more 
intimately  connect  up  the  sales  talk  with  the  characteris- 
tics of  the  customer  and  her  needs. 

If  the  sale  is  lost,  a  searching  analysis  of  the  reasons 
therefor  should  be  made.  In  going  over  the  sales  talk  it 
will  usually  be  found  that  important  points  were  omitted 
or  else  thrown  into  the  talk  haphazardly.  Perhaps  the 
needs  of  the  customer  were  not  sufficiently  considered  or 


mmmm 


THE   SELLING   PROCESS 


191 


ascertained.  Possibly  other  reasons  could  be  advanced 
for  failure  to  close  the  sale.  Not  in  all  cases  can  the  real 
reason  for  the  loss  of  a  sale  be  ascertained,  but  analysis 
is  the  only  means  of  finding  the  reason  in  any  case.  If 
reasons  for  the  loss  of  half  the  sales  could  be  determined, 
corrective  salesmanship  would  earn  big  results.  That 
some  causes  for  failure  to  close  sales  would  be  unearthed 
by  study  is  beyond  question,  and  this  alone  is  sufficient 
justification  for  careful  analysis  of  each  sale. 

A  fifth  objection  is,  "  It's  not  the  right  kind,"  meaning 
perhaps,  not  the  brand  usually  used.  Thus,  on  being 
shown  a  certain  brand  of  underwear,  the  customer  asked, 
"Haven't  you  the  Blank  brand?"  The  salesperson 
sadly  announced  that  she  did  not.  The  customer  left, 
saying  that  only  the  Blank  brand  would  suit  her.  In  re- 
ality, the  underwear  offered  by  the  salesperson  was  su- 
perior to  that  asked  for,  but  the  salesperson  did  not  know 
it.  Competing  goods  must  be  known  as  well  as  the 
goods  on  the  shelves.  Customers  must  be  educated  to 
see  advantages  in  other  goods,  and  the  ability  of  these 
goods  to  better  satisfy  their  needs.  No  customer  will 
ever  feel  imposed  upon  by  a  salesperson  if  the  latter  con- 
scientiously shows  the  relative  superiority  of  goods. 
Service  is  desired  and  appreciated  when  offered. 

The  offering  of  objections  should  not  be  solicited  or 
encouraged,  as  ideas  contrary  to  closing  the  sale  are 
thereby  brought  into  the  focus  of  consciousness.  A  new 
line  of  thought  is  started  which  will  have  a  tendency  to 
eliminate  the  interest  already  aroused.  The  salesperson 
should  seek  to  make  the  customer  forget  all  objections  by 
intensely  interesting  her. 

This  does  not  mean  that  objections  should  not  be  an- 
ticipated and  forestalled.     Such  a  policy  lessens  the  force 


192 


RETAIL   SALESMANSHIP 


THE   SELLING   PROCESS 


193 


•i 


of  the  objection.  What  is  meant  is,  that  unless  the  sales- 
person is  quite  certain  that  a  certain  objection  exists  it  is 
unwise  to  mention  it.  If  it  does  not  exist,  the  customer 
may  think  that  the  salesperson  is  setting  up  a  man  of 
straw  in  order  to  show  her  cleverness  in  knocking  him 
down;  or  else,  she  may  adopt  the  suggested  objection  and 
the  interest  that  has  already  been  gained  will  be  endan- 
gered. Clever  questioning  will  often  indicate  when  a 
certain  objection  exists,  without  increasing  its  importance 
by  encouraging  the  customer  to  voice  it.  When  unspoken 
objections  are  met  and  answered,  unconsciously  the  cus- 
tomer feels  that  she  is  understood  —  that  she  is  in  the 
hands  of  a  capable  salesperson  who  knows  her  needs. 
Needless  to  say,  the  ability  to  anticipate  objections  can 
only  come  through  the  study  of  experiences  and  custom- 
ers. No  one  can  be  100  per  cent  efficient  in  such  delicate 
dealings  with  human  nature  but  every  salesperson  can 
have  the  satisfaction  of  knowing  that  she  is  dealing  more 
scientifically  with  the  problems  arising  in  her  work. 

Second,  other  reasons  for  delay  must  he  ascertained. 
What  is  meant  is  illustrated  by  the  following  incident.  A 
farmer  and  his  wife  were  undecided  whether  to  purchase 
a  $125  or  a  $200  coat  for  the  latter.  Both  of  them 
showed  a  preference  for  the  higher  priced  garment  but 
something  was  delaying  decision.  The  salesperson  re- 
alized that  if  she  did  not  close  the  sale  soon  the  cheaper 
coat  would  be  selected.  The  farmer  was  well-to-do  and 
prosperous,  so  the  salesperson  could  not  believe  that 
the  desire  to  economize  prompted  delay.  Finally,  the 
salesperson  surmised  that  a  misconception  of  values  pre- 
vented decision,  so  she  said,  "  Why,  the  difference  in  price 
between  these  two  coats  only  amounts  to  the  price  of  one 
of  the  calves  on  your  farm."     Immediately  the  farmer's 


mind  went  back  to  the  farm  where  he  saw  many  calves. 
He  could  hardly  realize  that  he  was  letting  one  of  these 
common  insignificant  creatures  stand  between  his  wife 
and  the  $200  coat.  Quickly  he  said,  *'  Guess  we'll  take 
the  best  one."  In  this  case,  even  though  the  farmer  was 
well-to-do,  dollars  were  very  significant  and  of  great  value 
to  him  because  he  had  few  of  them.  But  calves  were 
lightly  esteemed  because  he  saw  them  every  day  and  had 
many  of  them.  Translating  dollars  in  terms  of  a  calf 
removed  the  obstruction  to  decision.  That  such  work  is 
of  a  high  mental  character  goes  without  saying.  Quick 
thinking  and  analysis  of  reasons  for  delay  closed  the  sale 
for  the  higher  priced  article.  Other  cases  could  be  given 
to  illustrate  the  point,  but  enough  has  been  said  if  the 
salesperson  realizes  that  delay  in  decision  exists  only 
because  the  reasons  for  delay  have  not  been  discovered 
and  eliminated,  A  high  quality  of  mental  effort  which 
results  from  training  is  needed  in  all  phases  of  present 
day  retailing. 

Third,  referring  to  the  customer's  approval  of  the 
merchandise  tends  to  suggest  a  finality  which  is  favorable 
for  inducing  decision.  The  customer  wishes  to  be  con- 
sidered logical,  but  her  position  in  this  respect  appears 
endangered  if  she  does  not  confirm  her  former  words  of 
approbation.  The  act  of  confirming  them  strengthens 
the  salesperson's  position  and  weaves  the  threads  of  the 
sale  more  closely  about  the  customer.  Enough  approval 
and  the  sale  is  inevitably  made. 

Fourth,  the  advantage  of  immediate  buying  should  be 
shown.  This  is  illustrated  by  the  following  incident. 
Some  linen  yard  goods  were  on  display  for  forty  cents 
per  yard,  marked  down  from  fifty.  A  customer  was  tell- 
ing the  salesperson  that  she  was  going  to  "  wait  "  until 


Hi 


194 


RETAIL   SALESMANSHIP 


THE    SELLING    PROCESS 


195 


n 


m 


linens  were  cheaper,  as  forty  cents  was  an  *'  outrageous  '' 
price  for  such  goods.     The  salesperson  had  no  "  come- 
back "  to  offer.     One  of  the  proprietors,  overhearing  the 
reason  for  not  purchasing  immediately,  asked  the  cus- 
tomer when  she  believed  orderly  conditions  would  be  re- 
stored in  Russia.     Russia  was  in  such  a  turmoil  at  the 
time  that  the  customer  was  forced  to  smile.     She  replied 
that  she  did  not  believe  it  would  be  for  some  time.     Then 
the  proprietor  went  on  to  show  how  that  country  was  one 
of  the  great  flax  producers  and  unless  trade  opened  up 
soon  prices  of  linens  would  rise  still  higher.     The  reduced 
price  of  the  linens  on  display  was  then  referred  to  in  such 
a  way  as  to  make  the  customer  feel  that  she  was  being 
shown  a  favor  to  be  offered  such  a  reasonable  price.     This 
explanation,  giving  a  reason  for  immediate  purchase,  sold 
several  yards  of  linen.     In  many  cases  there  are  reasons 
why  customers  should  not  postpone  buying,  but  they  are 
seldom  obvious  to  either  the  salesperson  or  the  customer. 
They  are  known  only  as  the  result  of  looking  for  them, 
i.  e.,  study  with  a  definite  end  in  view. 

Fifth,  the  customer's  consent  can  sometimes  be  obtained 
by  suggesting  that  the  decision  has  been  made.  When 
the  customer  is  balancing  between  buying  and  not  buying 
the  slightest  word  may  make  or  lose  a  sale.  A  ready-to- 
wear  salesperson  suggested  that  the  customer  had  de- 
cided to  purchase  a  certain  suit,  when  she  said,  "  You 
couldn't  have  decided  on  a  more  attractive  suit."  A  fur- 
niture salesperson  said  in  closing  the  sale,  "  Mrs.  Jones, 
you  have  selected  the  best  davenport  we  have  in  stock." 
A  men's  furnishings  salesperson  remarked,  "  Now,  let  me 
show  you  a  necktie  that  you  will  enjoy  wearing  with  that 
shirt."  All  of  these  quotations  indicate  a  finality  of  de- 
cision which  induces  decision  if  the  customer's  mind  is  in 


i 


the  balance.  With  vacillating  customers  certain  devices 
for  inducing  decision  must  be  used  or  else  the  salesperson 
must  decide  for  them  herself.  Examples  of  some  de- 
vices used  to  induce  the  vacillating  customer  to  decide 
are  found  elsewhere.^ 

Closing  by  actions.  First,  by  eliminating  other  goods. 
If  other  goods  are  lying  around  the  article  in  which  the 
customer's  interest  has  been  most  pronounced,  their  elim- 
ination will  tend  to  make  the  customer  feel  that  she  has 
decided  to  purchase  what  remains  on  display.  Her  whole 
attention  is  thereby  concentrated  on  one  piece  of  mer- 
chandise and  is  not  scattered  over  several.  It  is  too  com- 
mon a  practice  in  retailing  to  allow  piles  of  merchandise 
in  which  customers  are  not  interested,  but  which  distract 
their  attention,  to  lie  on  the  counter  in  close  proximity  to 
merchandise  the  salesperson  is  trying  to  sell.  The  very 
act  of  taking  these  extraneous  goods  away  lends  a  feel- 
ing of  conclusiveness  to  the  selling  process.  Very  often 
this  simple  act  may  induce  the  customer  to  decide  to  pur- 
chase the  goods  remaining. 

Second,  by  suggesting  that  decision  is  made.  Some 
salespeople  induce  decision  by  folding  up  the  merchandise, 
setting  it  to  one  side,  and  reaching  for  the  sales  book. 
A  ladies'  ready-to-wear  salesperson  performed  this  op- 
eration by  calling  to  the  fitter  to  inspect  a  garment  that 
the  customer  had  tried  on.  Any  change  of  actions  may 
be  used  to  suggest  that  decision  has  been  made.  If 
earnest,  intense  actions  have  been  used  in  bringing  the 
customer  up  to  the  close,  the  direct  opposite  kind  of 
actions,  if  introduced  at  the  right  moment,  may  produce 
the  situation  desired.  A  change  of  methods  implies  a 
change  in  thinking;  it  indicates  a  turning  point  in  the  sell- 

1  Page  loi. 


'.n 


^^w 


f  WW  ' 


:l! 

Ill 


196^  RETAIL   SALESMANSHIP 

Ing  process  —  the  Introduction  of  the  new  element  of 
decision  that  brings  the  sale  to  a  close.  Practice  and 
study  will  develop  devices  which  will  make  it  compara- 
tively easy  for  the  customer  to  decide.  The  salesperson 
should  always  be  on  the  lookout  for  such  aids  to  selling 
since  the  number  of  sales  closed  depends  on  the  number 
of  people  persuaded  to  purchase. 

INTRODUCING   OTHER   GOODS 

After  the  sale  has  been  made,  the  salesperson  is  only 
75  per  cent  efficient  unless  she  introduces  new  goods  in 
a  positive  manner  and  secures  good  will  for  the  store. 
The  latter  step  in  the  selling  process  has  already  been 
discussed.^  The  present  discussion  will  give  considera- 
tion to  different  methods  of  bringing  other  goods  before 
the  customer. 

A  common  method  used  Is  negative  suggestion,  as, 
"Nothing  else?"  "  That^s  all?"  "You  wouldn't  care 
to  look  at  anything  else?"  Such  phrases  should  never 
be  used  because  they  suggest  negative  answers.  Auto- 
matically, people  say  "  No  "  when  such  questions  are 
asked.  In  fact,  the  writer  has  sometimes  intended  pur- 
chasing socks  or  shirts,  but  after  buying  collars  these  other 
articles  have  been  forgotten  because  of  the  fateful  finality 
of  some  such  negative  suggestion.  Questions  of  this 
character  are  not  methods  of  Introducing  other  goods 
although  salespeople  use  them  as  such,  but  rather,  meth- 
ods of  chloroforming  customer's  minds.  They  are  de- 
vices to  make  people  forget  what  they  actually  Intended 
to  buy.  For  these  reasons  they  are  worse  than  useless. 
The  real  foolishness  and  weakness  of  such  methods  are 
clear  when  the  principle  underlying  them  Is  applied  to 

1  Chapters  VI  and  VIL 


THE   SELLING   PROCESS 


197 


Other  fields.  Thus,  for  instance,  what  would  the  girl 
think  of  the  man  who  asked,  "  Mary,  you  wouldn't  want 
to  marry  me,  would  you?"  or,  "You  wouldn't  want  to 
go  to  the  theater  tonight,  would  you?"  In  the  former 
case  the  girl  would  be  getting  out  of  It  pretty  easily  and 
in  the  latter,  the  fellow.  An  agent  came  to  the  writer's 
home  and  said,  "  You  wouldn't  want  your  silverware 
plated,  would  you?"  He  was  met  with  an  emphatic 
*'  No,"  whereupon  he  replied,  "  I  didn't  think  you  did." 
After  he  had  gone  it  dawned  upon  the  prospect  that  he 
did  need  his  silverware  plated,  and  badly.  But  that  did 
the  agent  little  good.  This  salesperson  had  suggested 
a  negative  answer  and  had  received  it. 

Another  method  of  introducing  other  goods  is  by  ask- 
ing a  question  in  a  positive  manner,  as,  "  Something 
else?"  "Would  you  care  to  look  at  shirts?"  "Would 
you  be  interested  in  anything  else?"  Such  phrases  are 
an  improvement  over  the  preceding  ones  but  they  all  give 
the  customer  an  opportunity  to  say  "  No."  They  place 
the  issue  before  the  customer  In  such  a  bald  manner  that 
a  decision  must  be  reached,  and  reaching  a  decision  is 
always  irksome.  In  most  cases  it  Is  easier  to  say  "  No  " 
than  it  is  to  say  "  Yes."  Moreover,  the  customer  may 
feel  that  she  will  put  herself  under  obligations  to  pur- 
chase if  she  answers  In  the  affirmative.  This,  all  cus- 
tomers hesitate  to  do.  It  is  poor  salesmanship  to  phrase 
questions  so  that  the  customer  is  given  an  alternative  of 
not  buying,  or  answering  negatively. 

As  an  example  of  this  principle,  one  newsboy  calls, 
"News,  Sir?"  "Herald,  Sir?"  or,  "Buy  a  News?" 
"Won't  you  buy  a  Herald?"  while  another  boy  says, 
"  News  or  Herald,  Sir?  "  In  the  case  of  the  former  boy 
his  questions  offer  the  customer  the  alternative  of  not  buy- 


Ill 


'  I 


198 


RETAIL   SALESMANSHIP 


ing,  but  the  other  boy  gives  no  such  alternative.  Which- 
ever way  the  customer  decides,  a  sale  will  be  made.  A 
men's  ready-to-wear  salesperson  made  use  of  questioning 
without  offering  the  alternative  of  a  negative  reply,  when 
he  said,  "  Do  you  prefer  light  or  heavy  weight  socks?  '* 
The  answer  of  the  customer  led  to  a  brief  discussion  on 
socks  which  developed  into  a  sale. 

The  best  method  of  Introducing  other  goods  is  not  to 
ask  questions  either  in  a  positive  or  negative  way,  but  to 
show  the  goods.  Obviously,  where  the  customer  is  in  a 
hurry  this  cannot  be  done,  but  excepting  this  case  most 
customers  are  willing  to  look  at  other  goods  if  the  sales- 
person brings  them  out  in  a  tactful  manner  and  does  not 
give  the  impression  that  the  customer  will  be  under  obli- 
gations for  having  looked  at  them.  There  can  be  no 
delay  in  hunting  other  goods  or  in  placing  them  before 
the  customer.  After  a  sale  has  been  made  and  before 
the  goods  have  been  wrapped,  the  salesperson  can  have 
at  hand  some  new  goods  or  goods  that  she  thinks  the  cus- 
tomer will  be  interested  In,  and  these  can  be  presented  by 
some  such  phrase,  "  I  thought  you  might  be  pleased  to 
see  some  of  our  recent  designs, ''  or,  "  Here  are  some 
shirts  that  harmonize  with  the  ties  you  have  just  pur- 
chased." 

It  has  been  said  that  these  suggestions  should  be  made 
before  the  goods  are  wrapped.  This  is  wisdom  because 
there  is  a  finality  about  wrapped  goods  which  suggests 
that  the  purchase  has  been  completed,  while  goods  pur- 
chased and  laid  aside  suggests  that  other  goods  can  be 
placed  with  them.  Some  may  think  that  this  latter 
method  is  commonly  followed,  but  the  writer  could  give 
many  instances  where  such  has  not  been  the  case.  In  one 
instance,  two  packs  of  playing  cards  were  purchased  and 


aas 


THE    SELLING    PROCESS 


199 


after  they  were  wrapped  up  the  salesperson  suggested 
score  cards.  Now  it  happened  that  score  cards  were  ac- 
tually needed,  but  rather  than  go  to  the  bother  of  having 
a  new  package  wrapped  or  having  the  old  one  put  into 
another  package,  the  customer  said  "  No."  If  the  score 
cards  had  been  produced  and  suggested  along  with  the 
playing  cards,  they  would  have  been  purchased. 

In  a  discussion  of  introducing  other  goods  the  question 
arises,  what  goods  should  be  suggested.  In  the  first 
place,  closely  related  articles.  Thus,  if  socks  are  asked 
for,  garters  should  be  shown.  Shirts  suggest  collars,  ties, 
cuff-links.  Screws  suggest  a  screw-driver.  Shoes  sug- 
gest laces,  cleaner,  arches,  etc.  Such  suggestions  as 
these  are  elementary  and  fundamental.  They  should 
always  be  made.  In  the  second  place,  goods  less  inti- 
mately related  with  the  purchase  should  be  shown.  In 
the  third  place,  merchandise  in  other  departments  should 
be  suggested.  Very  few  stores  have  complete  enough 
cooperation  between  the  different  departments  in  this  re- 
spect.^ The  customer  will  appreciate  any  information 
that  will  enable  her  to  find  special  values  elsewhere  in  the 
store.  But  before  such  suggestions  can  be  made,  knowl- 
edge must  be  had  of  what  other  departments  are  offering. 
This  information  can  only  come  from  a  careful  reading 
of  the  daily  advertisements  of  the  store. 

By  suggesting  other  goods  after  every  sale,  any  sales- 
person can  increase  her  total  sales  twenty  per  cent.  This 
is  a  conservative  estimate  based  on  the  experience  of 
salespeople  who  have  adopted  the  methods  here  indicated. 
There  should  be  no  hesitancy  on  the  part  of  the  salesper- 
son in  performing  this  service  because  it  is  to  the  ad- 
vantage of  the  customer  as  well  as  of  the  store.     Sales- 

^  See  pages  83-4. 


fl* 


\i 


200 


RETAIL   SALESMANSHIP 


people  are  doing  the  customer  a  service  If  they  can  ascer- 
tain her  present  needs  and  anticipate  her  future  desires. 
It  is  chiefly  from  the  standpoint  of  service  —  a  desire  to 
help  and  satisfy  the  customer  —  that  other  goods  should 
be  introduced  at  the  close  of  a  sale.  If  the  customer's 
satisfaction  is  always  kept  in  mind,  larger  sales  will  natur- 
ally follow.  Negative  suggestions  can  be  condemned 
chiefly  on  the  grounds  that  they  perform  no  service  for 
the  customer  and  oftentimes  make  people  forget  merchan- 
dise they  intended  purchasing.  As  an  obstruction  to  the 
satisfaction  of  customers  they  should  be  eliminated. 


CHAPTER  IX 

STORE  SYSTEM  AND  METHOD 

The  aim  of  Instruction  In  salesmanship  Is  to  develop 
satisfactory  service  for  the  public  as  well  as  to  bring 
greater  profit  to  both  salesperson  and  store  as  a  result 
of  higher  efficiency.  This  aim  cannot  be  realized  if  the 
sales  check  Is  omitted  from  consideration,  since  it  offers 
as  many  opportunities  for  error  and  Is  productive  of  as 
much  error  as  is  the  actual  process  of  selling  Itself.  In- 
numerable Illustrations  could  be  given  where  customers 
have  become  disgruntled  and  have  refused  to  continue 
to  purchase  goods  from  certain  stores  simply  because  of 
mistakes  which  were  traceable  to  the  master  error  In  the 
sales  check.  In  some  cases,  trade  has  even  been  diverted 
to  mail  order  houses  and  near-by  cities,  and  the  commu- 
nity as  well  as  the  stores  has  suffered.  However,  whether 
or  not  sales  check  errors  have  actually  driven  away  trade 
in  any  particular  case,  the  fact  that  they  exist  is  sufficient 
cause  for  our  effort  to  point  them  out,  to  indicate  their 
consequences  and  to  offer  suggestions  of  a  remedial  char- 
acter. 

OMISSIONS 

Omitting  valuable  information  on  the  sales  check  is  a 
source  of  much  annoyance  and  confusion.     Among  the 

most  prominent  omissions  are  the  following: 

201 


] 


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\    i 


^, ■ p.|^.-,.-.7T- 


202 


RETAIL   SALESMANSHIP 


STORE   SYSTEM  AND  METHOD 


203 


K" 


:  it: 


I       '! 


(a)  Name. 

In  case  of  a  charge  or  C.  O.  D.  order  this  error  would 
prove  a  serious  one.  In  the  former  case  the  store  might 
be  the  loser  of  the  goods  and  in  the  latter  case  the  de- 
livery man  might  have  infinite  trouble  finding  the  pur- 
chaser unless  the  address  was  exceptionally  specific. 

(b)  Letters  in  name. 

Wrong  spelling  of  names  cannot  be  justified  under  any 
circumstances.  The  salesperson  should  always  ask  the 
customer  how  the  name  is  spelled,  even  if  there  seems  no 
chance  for  error.  This  method  of  verifying  first  impres- 
sions is  by  no  means  a  waste  of  time.  It  is  in  reality  a 
conservator  of  time,  for  mistakes  in  names  may  mean  that 
the  wrong  person  will  get  the  goods,  or  more  probably 
that  the  wrong  person  will  be  charged  with  them. 

Some  errors  of  this  nature  are  illustrated  in  the  fol- 
lowing : 


F.  B.  Herman 
S.  M.  Blakly 
C.  F.  Ruman 
P.  W.  Ivy 

B.  O.  Schmidt 

C.  D.  Layman 


should  be 
should  be 
should  be 
should  be 
should  be 
should  be 


F.  B.  Hermann 
S.  M.  Blakely 
C.  F.  Reuman 
P.  W.  Ivey 

B.  O.  Schmitt 

C.  D.  Lehmann 


(c)    Items. 

If  the  name  of  any  article  sold  Is  not  recorded  on  the 
sales  check,  loss  to  some  party  of  the  transaction  may  en- 
sue. Especially  is  this  true  If  it  is  a  charge  account. 
The  Item  cannot  be  charged  without  extra  Investigation 
and  perhaps  not  even  then. 

Care  should  not  only  be  taken  In  inserting  the  item  but 
also  in  inserting  the  quantity  of  each  item.     '*  Handker- 


chiefs, .25  "  means  very  little.  This  might  indicate  two 
or  more,  depending  on  the  grade.  To  omit  the  number 
in  the  quantity  column  of  the  sales  check  is  in  reality  omit- 
ting the  item  itself,  since  no  knowledge  is  tabulated  to 
Indicate  "  how  many  "  items  were  sold.  Only  a  guess 
as  to  the  correct  quantity  can  be  arrived  at  from  the 
figures  in  the  dollars  and  cents  column. 

(d)  "  In  care  of." 

A  package  should  not  be  sent  to  a  public  place  like  a 
hotel  or  railroad  station  unless  addressed  to  some  indi- 
vidual. If  the  individual  is  not  well-known  or  her  ad- 
dress is  temporary,  she  should  be  addressed  "  in  care  of  " 
some  responsible,  well-known  person.  Failure  to  add 
"  in  care  of  "  may  mean  that  the  customer  fails  to  receive 
her  order,  or  it  may  mean  that  the  house  loses  the  goods. 

An  illustration  of  the  former  case  is  found  in  the  fol- 
lowing instance :  Mrs.  Henry  Plummer,  Hortonville,  N. 
Y.,  failed  to  get  her  order.  She  had  asked  the  salesper- 
son from  whom  she  made  the  purchase  to  send  the  pack- 
age "  in  care  of  Mrs.  Milner,  opposite  the  post  office." 
The  salesperson  omitted  to  add  this  designation  to  the 
main  address,  and  since  no  such  address  could  be  found 
in  Hortonville  (Mrs.  Plummer  lived  some  miles  from 
town)  the  goods  were  returned  to  the  store  for  a  more 
adequate  address.  Because  of  this  error,  Mrs.  Plummer 
failed  to  receive  the  goods  in  time  for  the  occasion  for 
which  they  were  intended. 

(e)  Numbers  in  address. 

Much  loss  of  time  and  inconvenience  is  caused  through 
omission  of  figures  in  addresses,  illustrations  of  which  are 
as  follows: 


4:  ^ 


204 


RETAIL   SALESMANSHIP 


should  be 

3069 

should  be 

7722 

should  be 

508 

should  be 

2206 

369  Chestnut  Avenue 
722  Helmuth  Avenue 
58  E.  Rock  Island  St. 
206  Bloomington  St. 


(f)   House  number. 

Quite  commonly,  salespeople  write  down  the  street 
address  but  omit  the  house  number,  especially  when  the 
name  of  the  street  is  a  number.  Some  examples  of  this 
mistake  are  seen  in  the  following: 


J.  B.  Roe 

0.  R.  Meister 

1.  L.  Brown 
J.  Houseman 


( 
( 
( 
( 


)  Gemain  Ave. 

)  1 8  th  Street 

)  Norfolk  Ave. 

)  W.  36th  Street 


(g)   Local  address. 

Especially  when  the  goods  are  sold  to  an  out-of-town 
person,  salespeople  often  forget  to  ask  for  the  local  ad- 
dress. In  many  cases,  securing  the  town  is  not  sufficient 
for  prompt  delivery  of  the  goods,  and  unless  the  local 
address  is  likewise  placed  on  the  parcel  the  customer  will 
be  disappointed  in  not  getting  her  goods  when  expected. 
The  following  are  some  examples  of  local  address  omis- 
sions : 

Roland  E.  Baird,  Vinton;  should  be 

Elmwood  Place  and  Magenta  St.,  Vinton,  Iowa. 
Miss  Virginia  Newcome,  Rock  Island,  111.,  should  be 

4th  St.,  Rock  Island,  111. 
Mrs.  Frank  Pierce,  St.  Martin,  Minn.,  should  be 

Cor.  School  House  and  County  Road,  St.  Martin, 
Minn. 


STORE    SYSTEM   AND   METHOD 


205 


( h )   Locality  —  town. 

Not  so  common  an  error,  but  a  serious  and  irretriev- 
able one,  is  the  omission  of  the  name  of  the  town,  when 
the  customer  lives  in  another  locality  from  that  in  which 
the  store  is  located.  Illustrations  of  this  error  are  as 
follows : 

6^6  Jefferson  St.,  Minn.,  should  include  Austin. 
47  N.  9th  St.,  Iowa,  should  include  Washington. 
22  E.  University  Ave.,  Iowa,  should  include  Iowa  City. 
18   E.  Hickory  and  33d  Sts.,   Iowa,   should  include 
Council  Bluffs. 

Closely  allied  with  the  omission  of  the  town  is  the  sub- 
stitution of  the  name  of  the  city  where  the  goods  are 
purchased  for  the  purchaser's  town.  This  occurs  to  a 
large  extent  through  the  misleading  term  of  "  City." 
Thus  a  customer  gave  her  address  as  675  Leon  St.  The 
salesperson  said  *'  City?  "  and  the  customer  absentmind- 
edly  said  "  Yes."  Later,  upon  receiving  complaint  that 
her  order  was  not  received,  she  was  located  in  another 
town. 

Some  further  examples  of  this  error  are  as  follows: 

307  N.  7th  St.,  Cedar  Rapids,  Iowa,  should  be  Belle 
Plaine,  Iowa. 

12 12  Bloomington  St.,  Iowa  City,  Iowa,  should  be 
Tipton,  Iowa. 

738  Crawford  St.,  City,  should  be  Marengo,  Iowa. 

201  W.  3rd  St.,  City,  should  be  Moline,  '111. 

(i)   Omissions  and  other  errors  in  designation  of  direc- 
tion. 
Errors  of  this  nature  mean  much  expense  in  the  aggre- 
gate  as  two   delivery   trips   are   necessitated  by   them. 


206 


RETAIL   SALESMANSHIP 


Their  apparent  Insignificance  may  partially  account  for 
their  great  number.     A  few  illustrations  are  as  follows : 


672  E.  64th  St. 
1498  N.  2 1st  St. 
306  N.  Berry  Ave. 
405  Morris  St. 


should  be 
should  be 
should  be 
should  be 

TRANSPOSITIONS 


W.  64th  St. 

S.    2  I  St.    St. 

306  Northbury  Ave. 
405  W.  Morris  St. 


(a)   Letters. 

Transposition  of  letters  is  always  due  to  carelessness 
and  when  made  in  charge  names  often  causes  confusion 
and  ill  will  toward  the  store.  People  are  charged  with 
that  which  they  did  not  order  and  those  who  have  the 
goods  in  their  possession  receive  no  bill  for  them.  Be- 
cause of  the  nature  of  some  names  it  is  very  easy  to  trans- 
pose letters,  as  is  seen  in  the  following  cases: 


J.  G.  Neider 
M.  Mackenfroth 
R.  L.  Storm 
E.  J.  Romsley 
C.  A.  Steckel 


should  be 
should  be 
should  be 
should  be 
should  be 


J.  G.  Nieder 
M.  Mackenforth 
R.  L.  Strom 
E.  J.  Ormsley 
C.  A.  Steckle 


(b)   Figures. 

While  there  is  great  danger  of  error  from  transpo- 
sition of  letters,  there  is  even  greater  danger  from  trans- 
position of  figures.  In  the  latter  case,  if  the  goods  are 
delivered  on  a  charge  account  they  are  often  left  at  the 
residence  of  the  wrong  person,  and  even  if  not  lost  as  is 
sometimes  the  case,  the  goods  do  not  get  into  the  hands 
of  the  right  person  at  the  time  they  were  due  and  a  dis- 
satisfied customer  results.  Dissatisfaction  often  becomes 
contagious  and  in  time  may  mean  a  tremendous  loss  to 


STORE   SYSTEM  AND  METHOD 


207 


the  store  —  all  as  the  result  of  transposing  two  small 
figures. 

Some  common  cases  of  transposed  figures  in  street 
numbers  are  as  follows: 


43 1  Wilmington  Ave. 

should  be 

413 

1708  Ft.  Madison  St. 

should  be 

7108 

1 6 14  Columbus  St. 

should  be 

1416 

302  23d  Ave.  N. 

should  be 

203 

(c)   Transposition  of  purchaser's  name  and  street  name. 
This  error,  as  illustrated  in  the  following  cases,  is  very 
apt  to  occur  unless  the  salesperson  exercises  close  atten- 
tion to  every  detail  of  the  address. 

R.  M.  French,  478  Brown  St.,  should  be 

R.  M.  Brown,  478  French  St. 
E.  L.  Forest,  11 92  Forrester  Ave.,  should  be 

E.  L.  Forrester,  11 92  Forest  Ave. 
O.  F.  McBrlde,  2700  McBroom  St.,  should  be 

O.  F.  McBroom,  2700  McBrlde  St. 
C.  G.  Dickman,  No.   10  Hickerson  Apartments,  Hark- 
ness  Blvd.,  should  be 

C.  G.  Harkness,  No.  10  Dickman  Apartments,  Hick- 
erson Blvd. 

Together  with  these  cases  of  transposition  of  pur- 
chaser's name  and  street  name,  may  be  given  the  closely 
allied  cases  illustrating  substitution  of  purchaser's  name 
for  street  name  and  vice  versa : 

Mr.  S.  T.  Shelby,  582  Shelby  St.,  should  be  Green  St. 
Mrs.  Harrison  Crawford,  178 1  Harrison  Ave.,  should 

be  Marion  Ave. 
Mrs.  M.  O'Brien,  2004  O'Brien  St.,  should  be  Oberlin  St. 


i. 


2o8 


RETAIL   SALESMANSHIP 


STORE   SYSTEM  AND   METHOD 


209 


Miss  L.  D.  Freeborn,  814  Freeborn  Place,  should  be  Miss 

L.  D.  Furman. 
Mr.  Otto  Davies,  1262  Davies  St.,  should  be  Mr.  Otto 
I  Nordstrum. 

INDISTINCT   AND   ILLEGIBLE   WRITING 

One  of  the  most  important  requisites  of  a  salesperson  is 
that  she  should  write  well.  A  salesperson  who  writes 
items,  names  and  figures  so  that  one  able  to  read  cannot 
comprehend  them,  must  soon  fail.  As  a  rule,  illegibility 
results  from  carelessness,  lack  of  pressure  on  the  pencil 
or  because  of  misplaced  carbon.  Whatever  the  reason, 
the  salesperson  should  examine  her  sales  checks  from 
time  to  time  and  note  any  bad  tendencies  in  writing  that 
exist  or  are  developing.  A  little  systematic  practice  will 
enable  any  salesperson  to  write  plainly.  To  ignore,  con- 
sciously or  unconsciously,  the  necessity  for  correction 
of  careless  writing,  invites  justly  the  charge  of  laziness 
and  incompetency. 

A.  Some  errors  due  to  illegible  and  Indistinct  writing 
are  as  follows : 


If  1 1 


(a)  Names  of  persons. 

P.  W.  Quay  written  for 

Miss  Janet  Nullke  written  for 

J.  A.  C.  Fost  written  for 

Prof.  W.  R.  Frayer  written  for 

Mrs.  B.  Juman  written  for 

Mrs.  N.  A.  Holland  written  for 

(b)  Names  of  streets. 

Clinton  St.,       written  to  look  like 
Ronald  St.,       written  to  look  like 


P.  W.  Ivey 
Miss  Janet  Muelke 
J.  A.  C.  Fort 
Prof.  W.  R.  Frazer 
Mrs.  B.  Inman 
Mrs.  N.  O.  Holland 


Hinton  St. 
Donald  St. 


Summer  Ave., 
Barrett  St., 
Cooper  St., 
Case  St., 


written  to  look  like 

written  to  look  like 

written  to  look  like 

written  to  look  like 


Sumner  Ave. 
Garrett  St. 
Copper  St. 
Cass  St. 


(c)   Names  of  places. 


Lounsbury 

Bentonville 

Fremont 

Leesburg 

Beardstown 

Bairdstown 


written  to 

written  to 

written  to 

written  to 

written  to 

written  to 


look  like 
look  like 
look  like 
look  like 
look  like 
look  like 


Lowsbury 

Hurtonville 

Tremont 

Leesbury 

Bairdstown 

Randstown 


(d)   House  numbers. 


1255  W.  6th  St. 

should  be 

1253 

1012   Maiden    Lane 

should  be 

1017 

373  Elm  St. 

should  be 

573 

606  Worster  Ave. 

should  be 

3606 

189  N.   1 8th  St. 

should  be 

489 

It  should  be  noted  that  5's  and  3's,  2's  and  7's,  and  I's 
and  4's  are  often  mistaken  for  each  other. 

B.  Misplaced  carbon  causes  many  errors.  The  car- 
bon may  shift  out  of  its  proper  place  causing  omissions, 
or  it  may  become  thin  resulting  in  indistinct  writing;  but 
whichever  is  the  case,  the  trouble  as  a  consequence  means 
a  big  loss  —  the  deliveryman  must  make  two  trips  while 
in  some  cases  there  is  absolute  failure  to  deliver  the 
goods. 

Examples  of  some  errors  due  to  misplaced  or  poor 
carbon  are  as  follows: 


#l! 


210 


RETAIL   SALESMANSHIP 


(a)   Names  of  streets  and  number  of  houses. 


1158 
2145  N. 
182 


21 II  W.  4 
1607  S.  I 

409  N. 17 


Mangold 

dac 
ney  Ave. 


should  be  1 158  New  Mangold 
should  be  2145  N.  Cardac 
should  be  3182  Fordney  Ave. 
should  be  21 11  W.  47th  St. 
should  be   1607  S.  nth  St. 
should  be  4409  N.  17th  St. 


(b)   Names  of  persons. 

Most  of  the  errors  of  this  kind  are  caused  by  the  car- 
bon not  being  high  enough.  Here  It  will  only  be  possible 
to  indicate  cases  where  the  carbon  was  not  parallel  with 
the  sides  of  the  sales  check. 


F.  S.  Carrol 
Fred  Buchan 
J.  C.  Jacobs 
W.  Mathe 
Nester  Milfo 


should  be 
should  be 
should  be 
should  be 
should  be 

ABBREVIATIONS 


F.  S.  Carroll 
Fred  Buchanan 
J.  C.  Jacobson 
W.  Mathewson 
Nester  Milford 


(a)   Items. 

Less  mistakes  in  interpreting  sales  items  would  occur 
if  the  salesperson  realized  that  what  Is  evident  to  her 
may  be  Incomprehensible  to  the  proprietor,  those  In  the 
office,  or  the  order-filler.  If  the  items  are  obscure  be- 
cause of  abbreviation  or  for  any  reason  whatsoever,  such 
mistakes  may  mean  the  delivery  of  the  wrong  goods,  in- 
terruption of  the  perpetual  inventory  if  such  is  kept,  and 
delay  which  cannot  be  viewed  other  than  as  a  loss  of 
money.  No  abbreviations  excepting  standard  ones  like 
doz.,  oz.,  etc.,  should  be  written.  Some  Illustrations  of 
bad  abbreviations  in  sales  items  are  as  follows ; 


STORE   SYSTEM  AND   METHOD  211 

I  Alum.  K  for  i  two  qt.  aluminum  Berlin  kettle 

I   L.  Mow.  for  I  Drummer  lawn  mower 

I   Chair  for  i  American  Walnut  Windsor  chair 

I   Rem.  for  i  remnant  georgette  crepe 

12  Yds.  goods  for  12  yards  gingham 

1  Cam.  for  i  camisole 

2  Stocks  for  2  prs.  stockings 

I   suit  for      I  misses  blue  serge  suit 

I   F.  Cook.       for     I   Reliable  fireless  cooker 

Closely  allied  with  abbreviation  is  the  tendency  to  con- 
tract names  of  Items,  often  resulting  in  an  Incorrect  name 
that  may  be  the  case  of  misunderstanding.  Thus,  the 
item  I  dog,  should  have  been  i  toy  dog;  i  brush,  i  shoe 
brush;  i  mat,  i  table  mat;  i  tablet,  i  note  book;  i  lantern, 
I  magic  lantern;  2  dishes,  2  wash  basins. 

Futher,  there  is  a  tendency  for  salespeople  to  place  un- 
der one  designation  several  Items  of  the  same  kind  but 
of  different  quality.  In  order  to  make  the  transaction 
entirely  clear  to  all  parties  concerned,  each  item  should 
have  its  particular  rate  specified  according  to  Its  cus- 
tomary measurement,  such  as:  per,  @,  doz.,  pkg.,  for, 
etc.  Thus,  if  four  shirts  were  purchased  for  a  total 
amount  of  $9.50,  they  should  be  separately  itemized  as 
follows  : 

I   shirt $2.50 

1  shirt 3.00 

2  shirts  @  2.00 .4.00 

If  certain  articles  are  sold  in  lots,  such  Information 
should  be  clearly  specified  as  Illustrated  by  the  following: 

3   ties  for    $2.00 

I   nest  bowls 5^ 


212  RETAIL    SALESMANSHIP 

1  pkg,  needles    $  .10 

y2   doz.  men's  hose   2.00 

2  boxes  crayons 3-00 

I   black  muskrat  set 7S*oo 

(scarf  and  muff) 

(b)    Towns  and  street  name. 

N.  Gate  Ave.  written  for  Northgate  Ave. 

Man.  Hts.  written  for  Manvllle  Heights 

Newburg  C.  written  for  Newburg  Center 

Grafton  C.  written  for  Grafton  City 

Bl.  Vis.  PI.  written  for  Belle  Vista  Place 

Green  Lk.  J.  written  for  Green  Lake  June. 

E.  Erbrook  St.  written  for  Easterbrook  St. 

Spr.  Val.  written  for  Spring  Valley 

Ft.  S.  Hampton  written  for  Fort  Southhampton 

PHONETIC    ERRORS 

Errors  of  this  nature  are  sometimes  due  to  a  lack  of 
appreciation  of  sound.  Because  of  different  degrees  of 
clearness  In  hearing,  salespeople  differ  In  their  suscepti- 
bllltv  to  confuse  similar  sounds. 

A  second  reason  for  phonetic  errors  is  carelessness. 
This  latter  reason  accounts  for  most  mistakes  of  this  na- 
ture. Salespeople  put  down  on  the  sales  check  what  they 
think  they  hear  Instead  of  being  certain  that  their  concep- 
tion Is  the  accurate  one. 

A  question  will  always  clear  up  the  possibility  of  error 
and  impresses  the  customer  as  business-like  and  pains- 
taking. The  possibilities  are  that  she  has  had  trouble 
before  on  account  of  misspelled  names,  places  and  locali- 
ties, and  will  welcome  the  endeavor  to  prevent  any  mis- 
understanding. 


STORE    SYSTEM  AND   METHOD 


213 


The  following  are  illustrations  of  some  prominent 
cases  of  error  that  have  necessitated  two  or  more  trips 
by  drivers,  verification  by  salespeople  on  charge  accounts, 
and  disappointment  to  customers  because  of  delay: 

(a)   Names  of  persons. 


R.  D.  S.  Jarden 

written  for 

R.  Des  Jarden 

C.  R.  Gray 

written  for 

C.  R.  Graves 

A.  Elwood 

written  for 

A.  L.  Wood 

M.  Kohler 

written  for 

M.  K.  Ohler 

P.  A.  Dare 

written  for 

P.  Adair 

J.  W.  Dickenson 

written  for 

J.  W.  DIckerson 

J.  Swing 

written  for 

J.  S.  Wing 

E.  Fordering 

written  for 

E.  F.  Ordering 

B.  C.  Kay 

written  for 

B.  C.  Cade 

R.  N.  Lighter 

written  for 

R.  N.  Leiter 

P.  0.  Weyl 

written  for 

P.  0.  Leyl 

(b)   Names  of  streets. 

Weller 

written  for 

Woeller 

Ayre 

written  for 

Ware 

Woodland 

written  for 

Woodlawn 

Morton 

written  for 

Horton 

Elm 

written  for 

Allen 

Anderson 

written  for 

Henderson 

Hammond 

written  for 

Harmen 

North 

written  for 

Fourth 

Morris 

written  for 

Mt.  Morris 

Church 

written  for 

Birch 

Roy 

written  for 

Royce 

li 


214 


RETAIL   SALESMANSHIP 


(c) 


House  numbers 

• 

4001   N.  Cliff e 

written  for           1401 

22X2   E.   8th 

written  for           2012 

3556   Madison 

written  for           2556 

2223   Rarldan 

written  for           2233 

6366  Proctor 

written  for           53^6 

3134  N.  27th 

written  for           4134 

878  N.  32nd 

written  for             868 

2717  W.  nth 

writter 

I  for           2727 

Names  of  places. 

Hanover 

written 

for 

Conover 

Afton 

written 

for 

Grafton 

Bixley 

written 

for 

Hlxley 

Falrbow 

written 

for 

Faribault 

Hamburg 

written 

for 

Amberg 

Forest  Jet. 

written 

for 

Norrls  Jet. 

Marston 

written 

for 

Mauston 

Melville 

written 

for 

Mlllvllle 

Downsville 

written 

for 

Dunnville 

Iron  Lake 

written 

for 

lona  T,ake 

Hagerton 

written 

for 

Edgerton 

ERRORS   IN   ARITHMETIC 

Great  care  should  be  taken  by  the  salesperson  in  addi- 
tion, subtraction  and  multiplication  of  figures  in  items.  If 
errors  In  figures  occur,  they  may  mean  loss  in  dollars  and 
cents  to  the  store,  the  customer  or  the  salesperson,  and 
general  dissatisfaction  on  the  part  of  all  three  parties. 
The  customer  loses  faith  in  the  ability  of  the  store  to  ef- 
ficiently tend  to  details  within  its  scope  of  responsibility, 
the  store  manager  feels  indignant  that  a  customer  should 


STORE    SYSTEM   AND   METHOD 


215 


be  lost  on  account  of  an  error  that  could  have  been  pre- 
vented, and  the  salesperson  feels  humiliated  by  the  accusa- 
tion (spoken  or  silent)  of  not  only  the  customer  and  store 
manager  but  of  herself. 

The  recognition  of  errors  made  tends  to  undermine 
one's  ability  to  successfully  withstand  the  negative  sug- 
gestion of  self-failure,  unless  effort  is  made  after  each 
error  to  prevent  Its  future  recurrence.  If  errors  In  calcu- 
lation (as  well  as  other  errors)  are  not  eliminated  by  in- 
telligent effort,  they  become  a  millstone  around  the  neck 
of  the  perpetrator.  In  other  words,  the  ability  to  elimi- 
nate errors  varies  Inversely  with  the  length  of  time  that 
they  are  permitted  to  exist.  Not  only  this,  error  is  in- 
fectious and  If  permitted  to  remain  In  every-day  action 
for  any  length  of  time  without  counter  irritants,  It  will 
multiply  itself  in  wide  directions.  Likewise,  ability  to 
eliminate  error  grows  with  application  and  disseminates 
itself  as  a  protective  measure  throughout  the  entire  con- 
duct of  an  individual,  finally  eliminating  old  tendencies 
toward  error  and  guarding  against  the  development  of 
new  negative  qualities. 

Mistakes  in  calculation  are  due  to  carelessness,  lack 
of  training  or  lack  of  ability.  Seldom  is  a  salesperson 
found  without  the  ability  to  carry  out  simple  arithmetic 
processes,  although  It  must  be  admitted  this  ability  varies 
between  wide  limits.  In  other  words,  any  salesperson 
who  cares  enough  about  her  work  and  her  own  success  to 
put  forth  a  little  effort  and  study,  can  become  proficient 
enough  in  calculation  to  avoid  error. 

Lack  of  training,  no  doubt,  accounts  for  at  least  one- 
fourth  of  the  errors  in  calculation.  Practice  and  then 
more  practice  is  the  only  remedy.  If  the  salesperson  will 
begin  with  simple  arithmetic  processes,  progressing  up  to 


2l6 


RETAIL    SALESMANSHIP 


those  involving  more  figures,  and  spend  some  time  each 
day  working  these  out,  she  will  soon  become  proficient  to 
a  degree  formerly  considered  Impossible.  Calculation 
without  the  use  of  paper  and  pencil  may  be  practiced  on 
the  way  home  and  back  to  work,  thereby  Increasing  the 
salesperson's  ability  to  avoid  error  and  yet  not  absorbing 
enough  of  her  leisure  time  to  make  her  work  monotonous. 
In  fact,  as  proficiency  increases,  the  possibilities  are  that 
new  interest  will  grow  in  the  work  and  more  and  more 
of  the  salesperson's  time  out  of  hours  will  be  employed 
in  understanding  more  about  her  occupation.  It  is  need- 
less to  say  that  such  Industry  brings  its  material  as  well 
as  its  mental  satisfactions. 

Carelessness  accounts  for  two-thirds  of  the  errors  in 
calculation.  From  one  point  of  view  this  is  merely  an 
aspect  of  lack  of  training,  because.  It  may  be  said.  If  the 
salesperson  was  trained  she  would  not  be  careless.  No 
doubt  this  is  true  in  a  sense,  but  carelessness  as  here  con- 
sidered has  a  little  different  meaning.  It  is  here  used  to 
account  for  the  errors  in  all  those  cases  where  salespeople 
have  ability  and  are  able  to  calculate  accurately  when 
they  concentrate  their  attention  sufficiently  on  the  prob- 
lem. Often  a  certain  speed  and  accuracy  Is  attained  in 
calculation  and  the  salesperson  becomes  contented  and 
elects  to  merely  maintain  this  efficiency  instead  of  increas- 
ing it.  Because  of  this  fact  the  calculation  becomes  me- 
chanical, the  salesperson's  mind  Is  often  dwelling  on  other 
things  when  she  is  adding,  subtracting  and  multiplying, 
and  error  creeps  in  when  the  back  Is  turned.  Conscious 
vigilance  Is  the  only  surety  against  error,  no  matter  what 
the  field  of  endeavor. 

The  annoyance  and  cost  of  errors  in  calculation  in  dif- 
ferent kinds  of  orders,  are  illustrated  as  follows: 


STORE    SYSTEM  AND   METHOD 


217 


(a)  Overcharge  In  C.  O.  D.  Orders. 

With  a  C.  O.  D.  order  the  driver  could  not  leave  the 
goods  unless  the  customer  paid  the  amount  called  for, 
in  this  case  an  overcharge.  If  the  customer,  realizing 
that  the  mistake  was  no  fault  of  hers,  refused  to  pay  the 
overcharge,  she  could  not  have  the  goods  and  most  likely 
the  store  would  have  lost  the  sale  and  possibly  a  cus- 
tomer. If  she  accepted  the  goods  and  paid  the  over- 
charge, her  attitude  of  mind  upon  coming  to  the  store  for 
an  explanation  would  not  be  pleasant  to  contemplate. 
Whether  or  not  the  customer  continued  to  purchase  from 
this  store,  a  mistake  of  th-is  nature  has  neutralized  many 
costly  devices  that  a  clever  store  manager  has  used  to 
build  up  good  will  and  make  his  store  distinctive  for  its 
service. 

(b)  Undercharge  in  C.  O.  D.  Orders. 

If  the  customer  pays  less  than  she  should  have  paid 
had  the  error  not  existed,  It  Is  Impossible  in  some  cases 
to  collect  the  amount  of  the  undercharge  and  in  other 
cases  it  Is  not  expedient.  For  the  most  part,  it  is  wis- 
dom on  the  part  of  the  store  to  make  no  further  claim 
from  the  customer  and  thereby  magnify  its  own  mistake, 
but  to  bear  the  loss  Itself  or  shift  it  to  the  salesperson 
making  the  error.  Experience  would  seem  to  indicate 
that  It  would  be  good  policy  for  the  store  to  bear  the  loss 
Itself,  but  to  eliminate  any  salesperson  incapable  of  reduc- 
ing such  errors  to  a  minimum. 

(c)  Overcharge,  Cash  and  Delivery  Orders. 

In  this  case  It  would  be  necessary  to  notify  the  customer 
of  the  overcharge,  I.  e.,  to  call  her  attention  to  the  store's 
negligence,  and  credit  her  account  with  the  excess  charge 


I 


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RETAIL   SALESMANSHIP 


or  pay  her  the  difference  in  cash.  She  may  wonder  how 
many  mistakes  may  have  been  made  in  the  past,  unknown 
to  either  herself  or  the  store.  While  notification  of  the 
overcharge  will  indicate  the  store's  intention  to  be  honest, 
it  likewise  indicates  its  inability  to  give  service  at  all 
times.  Formerly,  where  the  customer  implicitly  trusted 
the  store's  calculations,  she  will  now  have  cause  for  dis- 
trust. For  it  must  be  remembered  that  not  only  in- 
tentionally dishonest  people  should  be  distrusted  but  also 
those  with  good  intentions  but  little  knowledge.  No 
salesperson  can  be  trusted  any  further  than  her  knowl- 
edge. 

It  should  be  realized  by  all  salespeople  that  their  func- 
tion is  to  create  confidence  in  themselves,  the  store,  its 
methods  and  its  goods  —  and  not  the  contrary.  The 
salesperson  who,  for  any  reason  whatever,  causes  dis- 
trust to  arise  in  the  customer's  mind  is  a  liability  to  any 
retail  store. 

(d)    Overcharge,  Cash  and  Carry  Orders. 

If,  in  this  case,  the  goods  are  taken  home  and  some 
time  elapses  before  the  customer  receives  notice  of  the 
overcharge,  the  effects  on  all  parties  concerned  will  be 
very  similar  to  those  just  indicated  in  the  Overcharge, 
Cash  and  Delivery  Orders. 

However,  if  the  salesperson  can  rectify  her  error  be- 
fore the  customer  leaves  the  counter,  the  evils  resulting 
from  the  mistake  are  less  marked  and  are  not  so  perma- 
nent in  character.  The  customer  has  not  lost  the  use 
of  the  excessive  charge  for  more  than  a  few  moments; 
she  has  not  had  much  time  to  think  of  what  the  article 
cost  and  hence  her  impressions  are  not  deep-set  and  can 
be  more  readily  removed;  the  salesperson  is  before  her 


STORE    SYSTEM   AND   METHOD 


219 


to  diplomatically  explain  away  the  blunder  and  to  distract 
her  attention  from  it  to  the  goods  ordered  or  to  other 
articles  on  display;  the  error  will  not  become  a  topic  for 
conversation  among  her  friends  and  hence  the  good  will 
of  the  store  will  not  be  injured. 

Besides  these  advantages  of  remedying  the  error  be- 
fore complications  with  the  customer  ensue,  might  be 
mentioned  the  saving  of  time  and  the  prevention  of  con- 
fusion to  the  store  which  result  from  prompt  discovery 
and  remedy  of  error,  as  well  as  the  satisfaction  accruing 
to  the  salesperson  herself.  Better  no  error  at  all,  but 
error  admitted,  its  prompt  correction  prevents  the  sever- 
est condemnation. 

(e)   Undercharge,  C'ash  and  Delivery,  Cash  and  Carry 
Orders. 

What  has  been  said  in  (b)  regarding  undercharged  C. 
O.  D.  orders  applies  to  these  two  cases  under  considera- 
tion. If  the  goods  have  been  turned  over  to  the  customer 
for  a  definite  sum  of  money,  a  contract  of  sale  has  been 
completed  —  goods  have  been  sold  and  delivered  for  a 
consideration.  The  implication  is  that  the  store  is  will- 
ing to  dispose  of  the  goods  for  the  sum  involved,  since 
a  business  establishment  is,  prima  facie  at  least,  working 
from  the  motives  of  self-interest.  Errors  it  will  make 
in  judgment  as  well  as  in  contracts  to  buy  and  sell,  but 
such  should  in  no  way  be  assumed  by  the  customer  or 
called  to  her  attention. 

In  these  cases  under  consideration,  if  the  error  is  dis- 
covered before  the  customer  leaves  the  counter  the  situa- 
tion is  somewhat  different.  What  has  been  said  in  (d) 
regarding  Overcharge,  Cash  and  Carry  Orders  applies 
here.     Tact  and  cheerfulness  on  the  part  of  the  sales- 


rt< 


.:;    ■ 


t 


220 


RETAIL    SALESMANSHIP 


person  can  accomplish  a  successful  correction  on  the  sales 
check;  for  it  must  be  remembered  that  a  correction  is  not 
successful  unless  the  customer  is  entirely  satisfied. 

In  justification  of  such  a  correction  the  argument  can 
be  plausibly  advanced  that  the  sale  is  not  completed  until 
the  customer  has  left  the  counter,  and  there  is  no  implica- 
tion that  the  store  is  willing  to  give  up  the  goods  for 
less  than  marked  when  it  has  not  yet  delivered  those  goods 
to  the  customer.  In  other  words,  the  error  takes  place  in 
the  midst  of  a  transaction  to  buy  and  sell  and  not  after 
the  transaction  is  completed  and  the  goods  delivered. 
Hence,  again  the  necessity  of  being  certain  that  the  sales 
check  is  correctly  made  out  before  the  customer  leaves 
the  counter. 

(f)    Overcharge,  Charge  and  Deliver,  Charge  and  Carry 
Orders. 

What  has  been  said  regarding  the  cash  orders  in  (c) 
and  (d)  when  the  customer  has  left  the  counter,  applies 
here;  with  the  exception  that  it  is  much  easier  from  the 
standpoint  of  preventing  customers'  dissatisfaction  to 
eliminate  the  excess  charge  from  the  books,  than  it  is  to 
refund  the  actual  cash  to  the  customer.  In  one  case  a 
theoretical  sum  has  been  taken  from  her  while  in  the 
other  case  tangible  money. 

Obviously  an  overcharge  on  a  Charge  and  Deliver 
Order  is  not  fraught  with  the  danger  incident  to  an  over- 
charge on  a  C.  O.  D.  Order,  the  details  of  which  have 
already  been  discussed. 

When  the  customer  has  not  left  the  counter,  adjustment 
without  friction  can  be  made  as  discussed  in  (d)  and  (e), 
and  for  the  same  reasons. 


STORE   SYSTEM  AND  METHOD 


221 


(g)  Undercharge,  Charge  and  Deliver,  Charge  and 
Carry  Orders. 

These  cases,  where  the  customer  has  left  the  counter, 
are  somewhat  different  from  other  cases  of  undercharge 
under  similar  circumstances,  since,  it  may  be  argued,  the 
sales  transaction  is  not  complete  until  a  bill  has  been  sent 
to  the  customer  and  paid  by  her.  Then,  only,  is  the 
transaction  closed.  Until  that  time  readjustments  of  a 
necessary  nature  can  be  made  on  the  books. 

Since  the  error  is  a  more  or  less  theoretical  one  until 
the  customer  has  actually  paid  the  money  for  the  goods, 
there  is  less  possibility  of  dissatisfaction  arising.  In 
case  the  customer  has  not  left  the  counter,  what  has  been 
previously  said  regarding  correction  of  errors  would  ap- 
ply here. 

ERRORS    IN    HA.NDLING   ORDER 

(a)    Orders  sent  C.  O.  D.  instead  of  Charge. 

This  error  is  fraught  with  serious  consequences.  A 
charge  customer  has  usually  established  her  credit  and 
is  trusted;  if  an  order  is  sent  to  her  C.  O.  D.  such  action 
intimates  that  her  credit  is  not  good.  The  customer  feels 
that  the  store  questions  her  buying  or  paying  integrity. 
The  insinuation  is  a  cruel  one  especially  if  thrust  into  a 
sensitive  or  supersensitive  nature.  The  customer  has 
asked  the  store  to  have  her  goods  charged  and  she  feels 
that  if  the  store  mistrusts  her  willingness  or  ability  to 
pay,  it  ought  to  inform  her  in  a  fair  open  way,  and  not 
in  an  insulting  manner  by  sending  the  order  C.  O.  D. 

Usually,  on  being  appraised  of  an  error  of  this  nature, 
the  salesperson  retorts  that  the  customer  wanted  the 
goods  delivered  C.  O.  D.     Since  it  is  an  exceptional  thing 


: 


i 

i 


•*#r' 


222 


RETAIL   SALESMANSHIP 


for  a  charge  customer  to  request  her  orders  sent  C.  O. 
D.  an  error  of  this  kind  can  be  practically  eliminated  by 
questioning  the  customer  on  this  point  definitely  and  then 
writing  on  the  sales  check,  "  C.  O.  D.  by  request,"  thereby 
indicating  that  an  understanding  of  the  case  exists. 

To  one  who  may  think  that  the  error  just  referred  to 
is  an  uncommon  occurrence,  it  may  be  stated  that  a  com- 
petent authority  estimates  that  over  looo  such  errors  ex- 
isted in  one  year  in  one  large  Philadelphia  department 
store.^  There  can  be  little  doubt  but  that  some  of  these 
customers  were  irretrievably  lost  because  of  the  error. 
All  possibility  of  such  mistakes  can  be  avoided  by  follow- 
ing the  plan  of  procedure  given  on  the  following  page. 

(b)   Orders  sent  Charge  instead  of  C.  O.  D. 

While  this  error  is  not  so  frequent  as  that  just  dis- 
cussed, it  is  of  sufficient  occurrence  to  be  given  serious 
consideration.  When  such  an  error  has  been  made,  the 
customer  is  under  the  necessity  of  coming  to  the  store  to 
pay  for  the  order  which  the  deliveryman  insisted  on  leav- 
ing without  pay;  or  it  may  be  that  the  customer  is  sur- 
prised on  receiving  a  bill  at  the  end  of  the  month  and,  be- 
ing without  an  established  credit  with  the  store,  she  may 
refuse  to  pay  the  bill  on  the  grounds  that  the  order  was 
never  received. 

Whether  or  not  the  error  develops  into  the  extreme 
situation  just  made  reference  to,  errors  of  this  nature 
cause  a  feeling  of  distrust  on  the  part  of  the  customer, 
which,  if  fanned  into  activity  by  a  rapid  succession  of  more 
trivial  errors  in  her  store  dealings,  may  prove  to  be  the 

1  Corbion,  W.  A.,  "  Principles  of  Salesmanship,  Deportment  and  System." 
Page  319. 


STORE    SYSTEM   AND   METHOD 


223 


entering  wedge   to   dislodge   this  customer's  patronage 
from  the  store. 

In  conclusion,  the  most  certain  safeguard  against  the 
errors  portrayed  is  to  systematically  gather  the  Informa- 
tion in  the  following  manner: 

(a)  The  attention  of  the  customer  should  be  secured 
and  held.  Distractions  of  all  kinds  must  be  eliminated 
and  the  Impression  given  that  even  though  the  sale  has 
been  made,  there  still  remains  a  very  important  transac- 
tion to  be  fulfilled. 

(b)  Write  plainly,  with  sufficient  pressure  on  each 
letter,  making  certam  that  the  carbon  Is  In  the  right  place 
and  functioning  correctly. 

(c)  Looking  at  the  customer,  the  salesperson  should 
ask  for  her  name  and  then  write  It  down,  requesting  her 
to  spell  It  if  necessary.  The  same  practice  should  be 
followed  as  regards  the  street  name,  house  number  and 
town.  In  other  words,  each  of  the  four  parts  of  the  ad- 
dress should  be  dealt  with  as  distinct  units,  after  the  sales- 
person has  placed  herself  In  an  attentive  and  efficient  way 
to  receive  them,  I.  e.,  in  an  upright  position  facing  the 
customer. 

Sometimes  there  is  a  fifth  element  in  the  address,  viz., 
"  In  care  of."  If  the  name  of  the  Individual  is  not  given, 
or  is  at  a  temporary  address,  or  Is  not  well-known,  the 
salesperson  should  place  some  definite  responsible  name 
under  this  caption. 

(d)  The  salesperson  should  read  aloud  the  name  and 
address  in  a  clear  concise  manner,  without  slurring  vowels, 
dropping  off  endings  or  '*  mouthing  "  syllables. 

(e)  The  entire  sales  check  should  be  presented  to  the 
customer  for  verification  and  the  salesperson  should  en- 


I 


224 


RETAIL   SALESMANSHIP 


courage  careful  inspection  of  the  name,  address  and  items. 
If  such  care  is  taken  in  making  out  sales  checks,  innum- 
erable errors  now  being  committed  will  be  eliminated, 
much  good  will  now  being  lost  will  be  retained  and  aug- 
mented, and  a  large  cause  of  friction  between  salespeople 
and  store  managers  will  be  wiped  out.  Such  an  increase 
in  efficiency  will  also  prove  to  be  a  community  builder, 
since  the  chief  thing  that  a  retailer  has  to  offer,  viz.,  serv- 
ice, will  have  been  greatly  bettered. 

RECEIVING  AND  MAKING   CHANGE 

Misunderstandings  arise  in  receiving  cash  from  cus- 
tomers because  the  latter  often  believe  they  give  the  sales- 
person an  amount  of  money  other  than  is  actually  the  case. 
Usually   the   mistake    arises   over   the    denomination   of 
paper  money.     The  customer  hands  the  salesperson  what 
she  believes  to  be  a  five-dollar  bill  when  it  is  actually  a 
one  or  two^dollar  bill.     The  salesperson  makes  change 
and  returns  the  silver.     The  customer  is  taken  back  be- 
cause she  expects  more  money  than  she  receives.     Some 
cases  have  arisen  where  the  salesperson  could  not  make 
the  customer  believe  that  a  mistake  had  been  made  by 
the    latter,    and   the   suspicions   of   the   customer   were 
aroused. 

Such  a  misunderstanding  is  absolutely  unnecessary  and 
can  be  forestalled  by  the  salesperson  ''  calling  back  "  the 
amount  of  the  money  received  from  the  customer.  If 
the  customer  admits  by  a  nod  of  the  head  or  a  look  of  ac- 
quiescence that  the  amount  called  back  is  what  she  in- 
tended to  give  the  salesperson,  then  there  is  no  possibility 
for  controversy.  The  salesperson  should  be  careful  in 
"  calling  back  "  the  amount  not  to  make  the  operation  me- 
chanical and  therefore  endanger  its  passing  unobserved  by 


STORE   SYSTEM  AND  METHOD 


225 


the  customer.  The  "  calling  back  ''  should  take  the  form 
of  a  question  thereby  attracting  the  customer's  attention 
and  insuring  an  understanding. 

Not  only  are  errors  made  in  receiving  change  but  also 
in  making  or  returning  it.     The  change  should  never  be 
returned  in  bulk,  as  such  an  operation  avoids  an  under- 
standing with  the  customer,  and  later  on,  if  she  has  less 
money  in  her  purse  than  she  had  supposed,  she  will  most 
hkely  lay  the  blame  on  the  salesperson  instead  of  looking 
further  for  some  better  reason  for  the  shortage.     The 
amount  of  change  should  be  counted  out,  piece  by  piece, 
commencing  with  the  total  price  of  the  purchase.     For 
example,  if  the  order  cost  forty-five  cents,  the  salesperson 
should  first  say,  "  forty-five  cents,"  then  laying  down  a 
nickel,  complete  the  addition,  calling  out  "  fifty  cents," 
then  laying  down  a  fifty-cent  piece,  complete  the  addition, 
calling  out  "  one  dollar  "—  or  the  amount  originally  given 
by  the  customer.     Such  a  method  secures  an  understand- 
mg  between  both  customer  and  salesperson  and  also  an 
agreement  by  the  former  that  she  has  received  the  correct 
amount.     Very  seldom  is  there  a  "  come  back  "  on  the 
salesperson  when  such  care  to  avoid  error  is  used. 

The  change  should  always  be  counted  out  on  the 
counter  directly  in  front  of  the  customer,  and  not  Into  her 
hand.  This  method  prevents  the  customer  receiving  any 
pieces  of  money  that  are  not  desirable  to  her,  such  as 
Canadian,  chipped  or  disfigured  coins,  or  coins  made  use- 
less by  holes.  It  also,  in  necessitating  her  picking  up  the 
money,  forcibly  attracts  her  attention  to  the  operation  and 
thus  tends  to  minimize  the  possibility  of  her  mind  being 
elsewhere. 

The  change  should  be  delivered  to  the  right  person  — 
never  left  on  the  counter.     The  necessity  for  this  caution 


i: 


226 


RETAIL   SALESMANSHIP 


can  best  be  Illustrated  by  an  experience  of  the  writer's 
two  years  ago  In  a  northern  Indiana  town.  A  collar  had 
been  asked  for  and  received.  A  dollar  was  handed  to  the 
salesperson,  who,  on  request,  directed  the  customer  to  a 
mirror  where  the  new  collar  was  made  to  replace  the  old 
one.  On  coming  back  to  the  counter  where  the  purchase 
had  been  made,  the  customer  asked  the  salesperson,  who 
was  waiting  on  another  customer,  for  his  change.  The 
salesperson  replied  that  he  had  left  it  laying  on  the  coun- 
ter. The  customer  looked  all  around  but  could  not  find 
it  and  protested  that  it  was  nowhere  to  be  seen;  where- 
upon the  salesperson  examined  the  counter  where  the 
change  should  have  been  and  admitted  the  money  had 
disappeared.  On  being  asked  for  new  change  (85c) ,  the 
salesperson  replied  that  the  loss  would  have  to  be  borne 
by  the  customer  since  it  was  the  business  of  the  latter  to 
look  after  his  change.  The  customer  protested  in  vain 
and  was  forced  to  pay  one  dollar  for  the  collar. 


PROBLEMS 

Chapter  I 

1.  Progress  in  any  line  of  endeavor  is  essentially  dependent  upon 
what  attribute  of  human  nature? 

2.  What  is  a  specialist?  The  specialist  is  under  what  obliga- 
tions to  society? 

3.  "  The  manufacturer  is  a  producer  of  wealth  because  he 
makes  things,  but  how  about  the  retailer ;  he  only  buys  goods  and 
sells  them  at  a  higher  price.  He  doesn't  make  anything,  i.e., 
bring  anything  into  existence,  and  therefore  he  is  not  a  producer 
of  wealth.  All  who  are  not  producers  of  wealth  are  parasites,  and 
as  such  should  be  eliminated  from  our  society." 

Criticize  line  by  line.  Admitting  that  the  last  sentence  is  true, 
does  this  necessarily  force  us  to  agree  with  the  rest  of  the  quota- 
tion? 

4.  "  In  every  sale  of  goods  one  party  to  the  transaction  is  always 
the  loser.  The  retailer  must  be  the  winner  in  the  largest  per 
cent  of  the  sales  that  he  makes  or  he  must  go  out  of  business.*' 

Point  out  fallacy  in  both  sentences  of  quotation. 

5.  Account  for  the  historical  social  standing  of  the  tradesman 
or  retailer. 

6.  "  The  buying  public  showed  a  ready  willingness  to  respond  to 
the  new  principles  of  retailing  brought  forth  by  the  revolution 
in  distribution."     Explain. 

7.  Retailer,  "  If  I  can  keep  my  competitor  across  the  street 
ignorant  of  better  merchandising  methods,  and  if  I  can  profit  by 
a  knowledge  of  these  methods,  it  stands  to  reason,  doesn't  it,  that 
I  will  be  the  gainer?     A  man  is  a  fool  to  give  up  trade  secrets. 

227 


228 


RETAIL   SALESMANSHIP 


Put  the  other  fellow  out  of  business  if  you  can.  That's  the  only 
way  you  can  live  nowadays." 

Criticize  sentence  by  sentence. 

8.  What  is  the  most  important  change  going  on  in  retail  selling 
at  the  present  time? 

Chapter  II 

1.  What  are  the  chief  reasons  why  the  salesperson  should  be- 
come an  expert? 

2.  What  new  functions  will  the  expert  salesperson  be  called 
upon  to  perform  in  the  future? 

3.  "  Expert  merchandising  knowledge  reacts  on  the  salesperson 
so  as  to  increase  her  efficiency."  In  what  ways  does  such  knowl- 
edge perform  this  function? 

4.  "  Not  one  customer  in  a  hundred  desires  to  know  the  history 
of  merchandise,  hence  the  time  spent  in  acquiring  such  informa- 
tion is  unproductive."     Salesperson.     Do  you  agree? 

5.  "  Too  much  low  priced  merchandise  is  being  sold  in  retail 
stores  at  the  present  time."     How  would  you  remedy  this? 

6.  What  stages  must  the  human  mind  be  led  through  before 
a  sale  can  be  made?  Give  any  evidence  to  show  that  salespeople 
overlook  these  important  stages. 

7.  What  is  meant  by  the  assertion  that  salespeople  often  lack  a 
"  vocabulary  "  ?     How  can  a  vocabulary  be  secured  ? 

8.  "  The  mail  order  advertising  merely  dwells  upon  those  fea- 
tures of  the  merchandise  that  would  be  obvious  if  the  goods  were 
actually  displayed  before  the  customer."  Discuss  the  value  of 
dwelling  upon  these  "  obvious  "  features  of  the  goods  when  selling 
in  retail  stores. 

Chapter  III 

1.  Enumerate  the  facts  that  the  salesperson  should  know  about 
the  merchandise. 

2.  In  showing  an  aluminum  cooking  utensil  to  a  customer  in 
the  effort  to  make  a  sale,  a  salesperson  held  the  article  and  cx- 


PROBLEMS 


229 


plained  many  interesting  facts  regarding  its  manufacture  and  its 
capabilities  for  use.  Although  her  talk  was  interesting  and  pleas- 
ingly given  it  did  not  appear  to  induce  the  customer  to  action. 

What  further  would  you  have  done  to  persuade  the  customer  to 
buy? 

3.  State  three  services  that  some  article  in  your  department  will 
perform  for  the  customer. 

4.  In  ascertaining  the  composition  of  any  article,  what  questions 
would  have  to  be  answered? 

5.  *'  The  value  of  any  article  is  not  fixed.  A  salesperson  has 
unlimited  possibilities  to  increase  or  decrease  it."  What  are  some 
of  these  "  possibilities  "  ? 

6.  Where  can  expert  knowledge  be  secured?  Which  source  is 
the  most  valuable  and  readily  available? 

7.  Is  it  enough  for  the  salesperson  to  know  merchandise  from 
the  standpoint  of  quality  f 

8.  What  is  the  best  method  of  preparing  a  sales  talk? 


Chapter  IV 

1.  Discuss  the  statement,  "  Salesmanship  is  chiefly  applying  an 
intimate  knowledge  of  human  nature." 

2.  Compare  the  scientific  with  the  unscientific  salesperson  in 
their  manner  of  handling  human  nature. 

3.  What  are  buying  motives  or  instincts?     Enumerate  them. 

4.  Using  some  article  in  your  department,  how  could  you  utilize 
these  instincts  in  a  selling  talk? 

5.  Illustrate  how  the  instinct  of  vanity  may  be  appealed  to? 

6.  A  salesperson,  in  selling  a  large  easy  chair,  indicated  its  de- 
sign, finish  and  construction,  and  pictured  it  in  the  personal  own- 
ership of  the  customer  in  the  latter's  own  home.  What  instincts 
would  you  appeal  to  in  order  to  induce  decision  ? 

7.  "  Appeals  to  instincts  must  be  tactfully  made  or  the  cus- 
tomer will  be  antagonized."  In  the  case  of  what  instinct  is  this 
especially  true?     Explain. 

8.  (a)   A  woman  who  loves  the  emulation  of  her  companions 


-i'^  m 


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RETAIL    SALESMANSHIP 


hesitates  buying  a  set  of  furs,  although  appeals  have  been  made 
to  her  from  the  standpoints  of  economy,  pleasure,  style  and  utility. 
What  further  buying  motive  should  be  appealed  to? 

(b)  The  wife  of  a  certain  professional  man  often  finds  it  to  her 
interests  to  associate  virith  w^omen  whose  husbands  have  a  larger 
income  than  does  her  own.  The  salesperson's  appeals  to  her  ideas 
of  economy  and  utility  obviously  aroused  intense  interest  and 
created  a  desire  to  buy  a  set  of  furs,  but  no  action  resulted.  The 
appeal  to  what  buying  motive  should  have  quickly  produced  ac- 
tion ? 

9.  "  One  important  instinct  cannot  be  appealed  to  unless  the 
salesperson  has  an  intimate  knowledge  of  offerings  in  departments 
other  than  her  own."     Explain. 

10.  ''  All  people  are  lazy."  How  can  the  salesperson  make  use 
of  this  attribute  of  human  nature? 

Chapter  V 

1.  "The  differences  between  people  are  small." 
"  People  are  as  different  as  night  and  day." 

Can  you  reconcile  these  two  statements?  Of  what  significance 
to  salespeople  is  your  conclusion? 

2.  A  man  with  a  quick  nervous  walk  and  a  tense  expression 
comes  to  the  counter  and  asks  in  a  short,  sharp,  rapid  way  for  a 

certain  article. 

What  would  be  your  reaction  toward  this  type  of  customer? 

3.  The  number  of  hats  that  a  certain  customer  is  interested  in 
has  sifted  down  to  three,  then  two,  then  one.  It  seems  apparent 
that  the  customer  realizes  that  he  ought  to  decide  but  for  some 
reason  or  other  he  hesitates  and  says  that  he  will  come  again. 

How  would  you  handle  such  a  case,  (a)  If  the  customer  has 
slow,  rhythmical  movements  and  gestures;  a  poised,  dignified  ex- 
pression ;  speaks  in  a  slow,  careful  manner ;  and  gives  careful  at- 
tention to  detailed  information  regarding  the  hat? 

(b)  If  the  customer  has  a  somewhat  shifting  glance;  eccentric 
and  uncertain  bodily  movements ;  speaks  in  a  catchy  and  hesitating 


■■^"•som^mmimmmmm^' 


PROBLEMS 


231 


manner;  and  gives  only  a  divided  or  haphazard  attention  to  the 
sales  talk. 

4.  Customer,  looking  at  a  piece  of  suiting,  *'  That's  a  beautiful 
cheviot."     Salesperson,  "  That's  not  a  cheviot,  it's  a  serge." 

With  what  type  or  types  of  customer  would  such  a  rejoinder 
be  suicidal  to  sales ;  with  what  type  or  types  would  it  make  little 
difference ;  with  what  type  or  types  would  it  strengthen  the  sales 
talk? 

5.  "  The  salesperson  should  never  force  the  customer  to  buy." 
Are  there  any  exceptions  to  this  rule  ? 

6.  Is  it  always  the  fault  of  the  salesperson,  the  goods  or  the 
store,  when  one  or  all  three  are  held  under  suspicion  by  a  cus- 
tomer ? 

Where  such  suspicion  exists,  how  would  you  handle  it? 

7.  "  Some  customers  are  just  ornery;  they  keep  quiet,  look  wise 
and  try  to  impress  the  salesperson  with  their  personality.  When 
I  get  one  like  this  I  just  let  her  know  that  she  can't  put  anything 
over  on  me."     Salesperson. 

What  type  or  combination  of  types  is  here  referred  to?  How 
would  you  deal  with  the  customer  here  described  ? 

8.  "  A  certain  customer  may  exhibit  different  mental  types  at 
different  times." 

"  The  average  man  at  any  one  time  cannot  be  classified  with 
any  one  particular  mental  type;  he  is  a  combination  of  different 
types." 

Allowing  that  these  quotations  are  correct,  does  the  study  of 
the  different  mental  types  have  any  value? 

9.  "  You  can't  judge  a  man  by  his  clothes." 
"  The  apparel  doth  oft  proclaim  the  man." 
Which  quotation  is  right? 

10.  "  Certain  types  of  customers  demand  the  argumentative 
method  as  the  one  to  be  used  in  selling  them  goods."  Just  how 
do  customers  "  demand  "  this  method  ? 


I 


232 


RETAIL   SALESMANSHIP 

Chapter  VI 


PROBLEMS 


233 


I 


1.  What  is  personality? 

2.  What  is  enthusiasm?     How  can  it  be  developed? 

3.  Of  what  does  loyalty  consist?     What  are  the  "conditions'* 

for  its  existence? 

4.  Explain  why  retail  selling  is  monotonous  for  some  sales- 
people. 

5.  "  Honesty  is  not  merely  telling  the  truth;  it  is  a  trinity  of 

honorable  dealings."     Explain. 

6.  Describe  some  common  forms  of  dishonesty  in  selling  goods. 

How  may  these  be  remedied  ? 

7.  "  Lack  of  merchandise  knowledge  may  induce  salespeople  to 
fall  back  on  their  imaginations  for  descriptive  material."  What 
form  of  dishonesty  usually  results  in  such  cases? 

8.  Supposing  a  traveling  salesman  desired  to  look  at  tooth 
brushes.  Give  a  sales  talk  that  would  induce  him  to  purchase  two 
brushes,  and  yet  one  which  would  be  entirely  honest. 

Supposing  any  kind  of  customer,  perform  the  same  exercise  with 
collars,  shirts  or  any  article  in  your  department. 

9.  *'  It  doesn't  always  pay  to  tell  a  customer  all  that  you  know 
about  the  goods." 

Discuss  from  at  least  two  difEerent  standpoints. 

10.  "  A  salesperson  must  be  sincere  with  herself ;  she  must  act 

as  she  feels." 

Show  wherein  the  practice  of  the  command  embodied  in  the 
last  clause  might  vitiate  the  principle  stated  in  the  first. 

11.  A  thorough  knowledge  of  merchandise  is  the  basis  for  what 
important  element  of  personality? 

12.  A  certain  store  advertises  bargains  but  seldom  has  any  to 
offer ;  it  has  different  prices  for  the  same  goods  to  different  people. 

As  regards  the  positive  qualities  of  its  salespeople,  how  is  this 
store  defeating  its  own  success  ? 

13.  A  certain  salesperson  loafs  on  her  job  and  fails  to  acquire 
expert  knowledge  of  the  goods  she  is  selling.  What  quality  or 
qualities  of  personality  are  being  destroyed? 


14.  What  characterizes  a  tactful  salesperson? 

15.  The  personalities  of  a  customer  and  salesperson  clash.  The 
customer  is  sullenly  looking  at  neckties.  How  might  an  untactf ul 
salesperson  antagonize  the  customer  ?  What  would  a  tactful  sales- 
person do  under  the  circumstances? 

16.  ''  Tactless  salespeople  lack  imagination."     Explain. 

17.  "A  tactful  salesperson  diagnoses  conditions  before  proceed- 
ing."    What  is  meant  ? 

18.  A  woman  with  a  troublesome  child  is  endeavoring  to  ascer- 
tain the  nature  of  the  values  offered  at  the  counter.  What  most 
prominent  qualities  of  personality  would  be  needed  to  handle  the 
situation  successfully  ? 

19.  On  being  asked  the  nature  of  the  material  in  certain  neck- 
wear, the  salesperson  answered,  "  Silk."  The  customer  said  that 
she  was  certam  the  material  was  "  Three-fourths  cotton." 

What  forces  of  personality  should  here  be  used  ? 

Chapter  VII 

1.  Why  cannot  a  salesperson  afford  to  be  a  "diamond  in  the 
rough  "  ? 

2.  Enumerate  six  acts  of  courtesy  that  any  salesperson  could 
daily  perform  with  each  customer.  Name  three  unusual  acts  of 
courtesy  that  would  make  one's  selling  distinctive. 

3.  "  Courtesy  is  a  means  of  discovering  and  exhibiting  other 
success  attributes."     Explain. 

4.  What  is  meant  by  saying  that  courtesy  is  an  "  avenue  of 
approach  "  ?     "A  medium  of  exchange  ?  " 

5.  How  may  courtesy  be  developed? 

6.  Illustrate  how  discourtesy  may  become  confused  with 
honesty;  feelings  with  sincerity. 

7.  Of  what  does  promptness  consist? 

8.  Discuss  the  reasons  for  lack  of  promptness. 

9.  Who  are  "  lookers  "?     How  should  they  be  handled  > 

10.  Explain  why  direct  interrogation  is  psychologically  a  crude 
form  of  salutation. 


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II."  Customers  resent  anything  that  tends  to  put  them  under 
obligations  to  buy."     Explain. 

12.  "  Cheerfulness  is  not  merely  a  matter  of  the  face."  Ex- 
plain. 

13.  What  are  some  "  conditions  "  necessary  for  cheerfulness? 

14.  "A  salesperson  not  only  sells  goods  but  also  her  person- 
ality."    What  is  meant? 

15.  Enumerate  some  smiles  that  do  not  indicate  cheerfulness. 

16.  "  Unless  you  are  naturally  cheerful  there  is  no  use  *  putting 
on  *  a  smile.  A  smile  that  is  not  natural  is  soon  detected  and 
appraised  at  its  true  value." 

(a)  Admitting  that  the  last  sentence  is  true,  does  the  first  con- 
tention necessarily  follow  ? 

(b)  In  place  of  the  word  "  cheerful,"  substitute  "  a  salesper- 
son," and  after  the  word  "  use,"  substitute  '*  attempting  to  sell 
goods."     Do  you  agree  to  the  implication  of  the  new  reading? 

17.  What  is  the  relation  between  cheerfulness  and  merchandise 
knowledge?     Knowledge  of  human  nature? 


Chapter  VIII 

1.  How  does  every-day  observation  indicate  that  many  sales- 
people do  not  understand  the  selling  process? 

2.  Indicate  the  different  elements  that  enter  into  the  act  of 
attracting  attention. 

3.  How  may  words  and  actions  be  utilized  to  arouse  interest? 

4.  ''Desire  to  buy  must  be  created;  it  doesn't  just  happen." 
What  methods  should  be  used  to  create  desire  ? 

5.  When  should  a  sale  be  **  closed  "  ? 

6.  Describe  some  methods  of  closing  sales. 

7.  State  some  common  objections  and  indicate  now  they  may  be 

met. 

8.  "  There  is  no  way  that  a  salesperson  can  tell  what  objection 
a  customer  has  up  her  sleeve."  Do  you  agree?  State  one  or  two 
practical  ways  of  determining  unstated  objections. 


PROBLEMS 


23s 


9.  "  An  anticipated  objection  is  no  objection  while  a  stated  ob- 
jection is  twice  an  objection."     Explain. 

10.  "  Objections  can  sometimes  be  forestalled  by  appealing  to 
the  instinct  of  imitation."     Explain. 

11.  Explain  how  ability  to  forestall  or  meet  objections  may  be 
dependent  upon  merchandise  knowledge.  Knowledge  of  the  cus- 
tomer. 

12.  How  should  a  customer  be  treated  who  desires  to  "  shop  "? 

13.  Is  there  any  advantage  in  knowing  competitors'  goods? 

14.  Give  three  methods  of  introducing  other  goods  after  the 
sale.     Which  is  the  best  method?     Why? 

15.  What  goods  should  a  salesperson  suggest  after  a  sale  has 
been  made? 

16.  When  is  the  best  time  to  introduce  other  goods? 

17.  "  It  is  chiefly  from  the  standpoint  of  service  that  other 
goods  should  be  introduced  at  the  close  of  the  sale."  Support  this 
contention. 

18.  A  customer  asked  the  salesperson  for  a  linen  collar.  The 
salesperson  in  a  pleasant  manner  took  down  a  box  of  collars,  re- 
moved one,  then  said,  "  You  wouldn't  want  two,  would  you  ?  " 
"  No,"  said  the  customer,  as  he  returned  the  congenial  smile  of 
the  salesperson  who  wrapped  up  the  collar  neatly,  in  the  mean- 
while remarking  about  the  results  of  the  election  which  was  the 
topic  in  the  minds  of  the  people  at  the  time.  The  customer  took 
the  package,  left  the  store  and  was  impressed  with  the  friendliness 
and  courtesy  of  the  salesperson. 

What  principle  of  salesmanship  was  violated  ? 

Chapter  IX 

1.  Illustrate  and  trace  the  diflftculties  that  may  occur  because 
(a)  items  of  sale  have  been  abbreviated,  (b)  figures  are  indistinct, 
(c)  charge  name  is  illegible. 

2.  "  The  average  salesperson  doesn't  even  know  the  three  R*s." 
Store  manager. 

What  basis  is  there  for  such  a  statement? 


236 


■I 


T 


m 


w 


RETAIL   SALESMANSHIP 


2013  Market 

578  N.  llac 

148 1  chid  Ave. 

205  E.  15 

nil  N.  4 


2013  New  Market. 
1578  N.  Cadillac. 
1 48 1  Orchid  Ave. 
1205  E.  15th  St. 
nil  N.  47th  St. 


3.  "  Close  attention  supplemented  by  careful  interrogation  is 
the  best  insurance  against  sales  check  blunders." 

Argue  in  support  of  this  contention  using  illustrations  if  neces- 
sary. 

chetk^'''^  ^'"^trations  of  common  errors  of  omission  on  the  sales 

5.  What  is  the  danger  of  transposition  of  figures  and  letters  in 
names  and  addresses? 

6.  The  following  errors  have  been  made  on  sales  checks.     How 
can  you  account  for  them  ? 

should  be 
should  be 
should  be 
should  be 
should  be 

7.  "  A  large  percentage  of  mistakes  found  in  sales  checks  are 
due  to  phonetic  errors." 

^^Explain  and  illustrate  what  is  meant.     What  remedy  can  you 

8.  "Incorrect  naming  of  articles  sold  is  a  great  source  of  in- 
convenience to  the  customer  and  embarrassment  to  the  store." 

Illustrate. 

9.  A  customer,  in  payment  of  a  $1.25  purchase,  handed  the 
^lesperson  a  two-dollar  bill  thinking  it  was  a  five-dollar  bill 
I  he  salesperson  accepted  the  money,  made  change  and  handed 
back  seventy-five  cents  to  the  customer.  The  customer  protested, 
claimmg  that  she  had  tendered  a  five-dollar  bill  in  payment  for 
the  goods. 

How  could  this  unpleasant  situation  have  been  avoided  ? 

10.  In  a  certain  store  the  semi-annual  inventory  always*  reveals 
a  shortage  in  piece  goods.  The  management  is  certain  of  the 
integrity  of  the  salespeople  in  this  department  and  is  at  a  loss  to 
understand  the  cause. 

Can  you  give  any  reason  that  might  account  for  this  shortage? 

11.  Indicate  some  problems  that  arise  in  the  wrapping  of  goods. 


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Appleton. 
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19 1 3,  Davis. 
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&  Howell. 
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Journal,  Des  Moines,  la. 
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Scott,  W.  D.,  The  Psychology  of  Advertising.  1908,  Small;  The 
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ficiency in  Business.     191 1,  Macmillan. 

Shaw,  A.  W.,  Approach  to  Business  Problems.  19 16,  Harvard 
Univ.  Press. 

Sparling,  L.  E.,  Business  Organization.     1906,  Macmillan. 

Stoll,  A.,  Winning  the  Trade.     19 13,  Business  Man's  Pub.  Co. 

Swinney,  J.  B.,  Merchandising.  191 7,  Alexander  Hamilton 
Inst. 

System  Magazine,  How  to  Talk  Business  to  Win. 

Tipper,  H.,  The  New  Business.  1914,  Doubleday;  1915,  Dou- 
bleday;  and  Hollingsworth,  H.  L.,  Advertising,  Its  Principles 
and  Practice.  191 5,  Ronald;  and  Hotchkiss,  G.  B.,  Adver- 
tising.    1 91 4,  Alexander  Hamilton  Inst. 

Veblen,  T.,  The  Theory  of  Business  Enterprise.     1904,  Scribncr. 

Warren,  W.  P.,  Thoughts  on  Business.     19 15,  Forbes. 


INDEX 


Abbreviations  on  sales  check,  210; 
items,  210;  town  and  street  name, 

212. 

Advertising,  source  of  information 
for  salespeople,  59;  knowing  de- 
partment, basis  for  cooperation 
between  departments,  59,  85; 
promptness  is  good,  149;  supple- 
menting, 159;  neutralized  by 
carelessness,  162;  knowledge  for 
suggestion  comes  from,  199. 

Adviser,  necessity  of  salesperson 
becoming  an,  26. 

Agricultural  revolution,  7-9. 

Alertness,  necessity  of,  94,  160; 
value  of,  149. 

Approach,  direct  interrogation 
crude  form  of,  157;  best  method 
of,   159-60. 

Arguing  with  customers,  inadvisa- 
bility  of,  104;  increases  opposi- 
tion, 132;  tactful  salesperson 
avoids,  136-7. 

Arithmetic  (errors  in),  on  sales 
check,  214;  mean  loss  to  store, 
214;  reasons  for,  215;  remedies 
for,  215;  illustrations  of  diflFerent 
kinds  of,  216-21. 

Attention,  gaining  customers',  82, 
159;  method  of  concentrating  cus- 
tomers', loi ;  six  general  methods 
of  attracting  customers',  168;  a 
method  of  attracting,  169. 

Attitude,  how  to  attract  attention 
by,  168-9. 

Authority,  value  of,  in  sales  talk, 
H2;  should  be  cited  in  creating 
desire,  181-2;  salesperson  cannot 
speak  with,  183. 

Bargaining  in  retailing,  12. 


Buying  motives,    see  Instincts. 
Building,  instinct  of,  86. 
Bodily     expression,      indicator     of 
mental  processes,  io8,  114. 

Carelessness,  errors  in  calculation 
due  to,  216. 

Change,  errors  in  receiving  and 
making,  224;  correct  way  of  re- 
ceiving, 224;  correct  way  of  re- 
turning, 225. 

Character  analysis,  91. 

Cheerfulness,  definition,  160;  can- 
not be  worn,  161;  utilitarian 
value  of  a  smile,  161;  meaning  of 
smiles  and  frowns,  i6i;  money 
value  of,  162;  cheerlessness  re- 
pels customers,  162;  is  buifer 
against  wear  and  tear  of  day's 
work,  162-3;  should  be  ever- 
present,  163;  smiles  that  are  a 
liability,  163;  can  be  developed, 
164;  methods  of  developing,  165; 
too  seldom  seen  in  retailing,  165 ; 
in  correcting  sales  checks,  219. 

Communities,  reasons  for  back- 
ward, I ;  individualistic  nature 
of  our,  16;  relation  of  retailer  to 
community  clubs,  17;  new  view- 
point of,  18;  suflFer  from  ineffi- 
ciency, 201. 

Companionship,  instinct  of,  73-4. 

Competing  goods,  must  be  known, 
191. 

Competition,  unfair,  14;  alleged 
failure  of,  15;  keener,  in  future 
will  cause  better  service,  165; 
meeting,  189. 

Competitors,  antagonism  of,  16; 
goods,  183,  188-9. 

Conditions     for     selling,     creating 


241 


242 


INDEX 


m 


favorable,    79-80,    83,    93,    103; 
adapting  oneself  to,  105. 

Confidence,  how  to  build  up  cus- 
tomers', 32-3,  m-13;  basis  for 
salesperson's,  in  goods,  58 ;  rea- 
son for  customers'  lack  of,  59; 
product  of  enthusiasm,  117;  illus- 
tration of  loss  of  customers',  126, 
129;  customers  trade  where  they 
have,  in  salespeople,  162;  self- 
confident  bearing  of  salesperson 
creates,  in  customer,  169,  173; 
customer  loses,  in  salesperson, 
178 ;  means  of  shaking  customers', 
179-80;  function  of  salespeople 
is  to  create,  in  themselves,  218. 

Cooperation,  supplements  competi- 
tion, 15;  lack  of,  between  depart- 
ments in  stores,  85,  199. 

Corsets,  history  of,  29. 

Courtesy,  definition,  140;  means  of 
discovering  success  attributes, 
141 ;  lack  of,  breeds  discourtesy, 
141 ;  a  medium  of  exchange,  142 ; 
an  "  extra  "  thrown  in  the  pack- 
age, 142 ;  how  to  develop,  143 ; 
makes  store  distinctive,  143 ;  how 
discourtesy  originated,  144;  why 
discourtesy  persists,  145 ;  not  dis- 
honesty, 145;  sincerity  no  justifi- 
cation for  lack  of,  145;  impor- 
tance of  realizing  growth  of  dis- 
courtesy, 146;  courteous  speech 
attracts  attention,  170. 

Criticism,  value  of  constructive, 
119. 

Curiosity,  instinct  of,  80-3,  176. 

Customers,  deliberate,  50,  96-9,  172, 
184;  knowing,  64,  90;  why  cus- 
tomers trade  in  certain  stores, 
88-9,  105-6,  no,  148,  153,  162; 
likenesses  of,  90;  differences  be- 
tween, 90;  basis  for  classification 
of,  92;  impulsive  or  nervous, 
92-6,  167,  172,  174,  184;  vacillat- 
ing or  indecisive,  99-103,  195 ; 
obstinate,  102 ;  confident  or  de- 
cisive,   103-5,    172;    respect    for 


sensibilities  of,  105 ;  talkative  or 
friendly,  106-7,  172;  silent  or  in- 
different, 107-10;  breaking  down 
reserve  of,  109 ;  have  a  right  to 
their  personalities,  no;  distrust- 
ful, in-13,  172;  getting,  to  agree, 
112,  182;  different  at  different 
times,  1 1 3-14;  interests  of,  should 
be  held  paramount,  133;  satisfied, 
should  be  aim  of  store,  151; 
character  of  approach  regulated 
by  type  of,  153;  uninviting,  no 
reason  for  lack  of  promptness, 
153;  are  looking  for  satisfactions, 
153;  "lookers,"  154;  salespeople 
do  not  appreciate,  155;  impor- 
tance of,  155;  different  methods 
necessary  with  different,  160; 
winning  over  the  unreasonable, 
163;  tone  of  voice  suited  to  type 
of,  172;  must  be  satisfied,  178; 
desire  information,  199;  satisfac- 
tion of,  199. 

Dealers'  Helps,  value  of,  60. 

Decision,  inducing,  83,  92,  95,  97, 
loi,  155,  159;  methods  of  induc- 
ing, 184;  obstructions  to,  must  be 
eliminated,  187,  189-91,  192-3. 

Demand,  limited,  2;  widening  of,  3. 

Demonstrations,  value  of,  112,  183. 

Desire,  creating,  83,  92,  95,  159; 
means  of  ascertaining,  108-9; 
methods  of  creating,  178. 

Development,  law  of  modern  busi- 
ness, 117. 

Directing  customers,  85. 

Dishonesty,     see   Honesty. 

Distinction,  demanded  by  customers, 
54-5 ;  aim  of  retailers,  143. 

Dress,  important  element  of  per- 
sonality, 117. 

Drudgery,  relation  of  stock  knowl- 
edge to,  27;  removing  aspects  of, 
119-20. 

Efficiency,  modern,  movement,  19; 
increasing,  in  bricklaying,  19-20; 


INDEX 


243 


carrying  pig  iron,  21-2;  shovel- 
ing, 22-3 ;  of  retailer  can  be 
doubled,  41 ;  increasing  selling, 
46;  employer  has  right  to  expect 
increase  in,  116;  relation  of  hon- 
esty to,  122;  study  produces  the 
greatest  selling,  148 ;  greater 
selling,  must  be  developed,  165. 
see  Goods,  how  to  study. 

Enthusiasm,  definition,  27,  118;  how 
to  develop,  102,  119;  contagious, 
117;  cannot  be  faked,  117-18; 
develops  loyalty,  118;  sincerity 
basis  of,  119. 

Exaggeration,  13 1-2. 

Exchange,  erroneous  ideas  as  to 
nature  of,  12. 

Expertness,  meaning  of,  3 ;  reason 
for,  26 ;  indifference  of  salespeo- 
ple in  desiring,  122;  necessary  in 
order  to  avoid  dishonesty,  124; 
reason  for  lack  of,  150;  new 
standard  of,  150;  use  of,  178. 

Experts,  present  demand  for,  25 ; 
necessity  of  having,  25 ;  lack  of 
knowledge  prevents  salespeople 
becoming,  30. 

Facial  expression,  value  of,  164;  at- 
tracting attention  by  means  of, 
169.    see  Smiles,  Cheerfulness. 

Gloom,    see   Cheerfulness. 

Goods,  complexity  of,  25 ;  knowl- 
edge of,  necessary,  27,  43,  99; 
knowledge  of,  basis  for  enthusi- 
asm, 30;  history  of,  important, 
30;  knowledge  of,  provides  vo- 
cabulary, 38 ;  should  be  de- 
scribed, 38;  how  to  display,  47; 
how  to  study,  46-57;  sources  of 
material  for  study  of,  58-62; 
qualities  of,  not  obvious  to  cus- 
tomer, 58;  location  of,  62;  quan- 
tity of,  on  hand,  62-3 ;  sent  out 
on  approval,  76 ;  introducing 
other,  at  close  of  sale,  196;  easy 
to   dispose   of   but   hard   to   sell. 


96;  not  sold  until  consumed,  96; 
misrepresentation  of,  123 ;  offer 
infinite  possibilities  for  study, 
149;  best  method  of  introducing 
other,  198;  when  to  introduce 
other,  198-9;  kind  of,  to  intro- 
duce after  sale,  199. 

Gossiping,     see   Honesty. 

Guarantee,  psychology  of,  54;  used 
in  loose  sense,   131. 

Happiness,  reason  for  lack  of,  in 
work,  120;  bases  for,  121;  rela- 
tion of  increased  efficiency  to, 
124.    see  Cheerfulness. 

Health,  117;  importance  of,  169. 

Honesty,  definition,  121 ;  some  sales- 
people dishonest,  121-2;  relation 
of  efficiency  to,  122;  mail  order, 
122;  lack  of,  robs  customer  of 
service,  123 ;  dishonesty  due  to 
idleness  and  gossiping,  123 ;  mis- 
representation of  goods,  123-31; 
convincing  customer  of  salesper- 
son's, 124;  not  discourteousness, 
145 ;  cheerlessness  a  form  of, 
162;  relation  of  knowledge  to, 
218.    see  Exaggeration,  Loading. 

Human  nature,  importance  of,  not 
recognized  until  recently,  19; 
value  of  understanding,  64,  114; 
characteristics  of,  87;  illustra- 
tions of  failure  to  understand, 
98 ;  mistakes  in  diagnosis  of, 
102 ;  impossibility  of  making 
over,  109-10. 

Human  processes,  illustrations  of 
increasing  efficiency  of,  20-3. 

Human  types,  instability  of,  91. 
see  Customers. 

Hunting  instinct,  83-5. 

Ideas,  unwillingness  to  adopt  new, 
9 ;  care  in  conveying,  37 ;  must 
be  supplied  intelligently,  179;  in- 
hibiting, 184,  189-90. 

Imagination,  appealing  to  the,  41 ; 


244 


INDEX 


Illustration  of  appeals  to,  8i,  86; 
lack  of,  136. 

Imitation,  instinct  of,  76-80,  181. 

Indistinct  and  illegible  writing  on 
sales  check,  208;  names  of  per- 
sons, 208 ;  names  of  streets,  208 ; 
names  of  places,  209 ;  house  num- 
bers, 209;  misplaced  carbon 
causes  errors,  209. 

Industrial  revolution,  2-8. 

Inefficiency,  cause  of   retail,   17. 

Instincts,  sales  talk  should  appeal 
to,  57 ;  enumeration  and  discus- 
sion of,  66-89. 

Interest,  securing,  82-3,  159;  how 
to  detect,  108;  increasing,  136, 
158;  destroying,  158-9,  178; 
methods  of  arousing,  173. 

Judgments,  value  of  salesperson's 
information  in  forming  buying, 
98,  158;  forming  true,  154,  190; 
no  information  on  which  to  form 
buying,  167. 

Knocking  competitors'  goods,  183. 

Knowledge  of  goods,  25 ;  effect  of, 
on  personality,  31;  loss  to  stores 
because  of  lack  of,  33;  kind  of, 
necessary,  31,  43;  how  to  handle, 
effectively,  45 ;  classification  of, 
45 ;  means  of  killing  suspicion, 
51;  is  liberal  education,  51; 
basis  of  customers'  satisfactions, 
51;  how  to  secure,  52-7,  180; 
no  justification  for  lack  of,  62; 
easy  to  sell  with,  99;  basis 
of  salespersons'  confidence,  117; 
expert,  necessary,  124;  remedy 
for  exaggeration,  132;  relation 
of,  to  attitude,  169;  arouses  inter- 
est, 173 ;  necessary  in  creating  de- 
sire, 180;  aids  in  meeting  compe- 
tition, 189;  suggestion  dependent 
on,  199. 

Language,  inefficient  use  of,  37. 
Laziness,  88-9,  175. 


"Loading,"  definition,  132;  illus- 
tration of,  133. 

"  Lookers,"  view  of  salespeople  to- 
ward, 154;  all  customers  are, 
154;  reason  lookers  are  over- 
looked, 155;  worthy  of  prompt 
service,  155;  are  made,  156;  are 
potential  buyers,  156;  how,  are 
made,  156. 

Loyalty,  stimulated  by  enthusiasm, 
118;  based  on  stores'  square- 
dealing,  118;  definition,  118;  lack 
of,  can  never  be  justified,  119. 

Mail  order  houses,  describe  goods, 
39-4if  53.  56-7;  augment  value 
of  goods,  43-4;  can  sell  cheaper, 
122;  honesty  of,  122,  126,  129; 
courtesy  of,  144;  methods  of 
trade-getting  employed  by,  147 ; 
trade  diverted  to,  201. 

Mechanics  of  selling,  should  be 
subordinated,    77,   94-5. 

Middleman,  justification  of,  2. 

Minds  (human),  ability  to  change, 
I ;  change  of,  reason  for  progress, 
9;  must  be  led  through  four 
stages,  36,  167. 

Misrepresentation  of  goods,  illus- 
trations of,  as  regards  construc- 
tion, 124-6;  purpose,  126-8; 
operation,  128-9;  composition, 
129;  durability,  130;  exaggera- 
tion,  131-2.    see  Honesty. 

Monotony  in  work,  produced  by 
ignorance,  119-20;  illustration  of, 
120;  unknown  to  retail  store, 
120;  creation  of,  by  salespeople, 
121. 

Needs,  salesperson  must  develop 
customers',   187. 

Objections,  answering,  by  using  in- 
stinct of  imitation,  78-9;  arguing 
stimulates  customer  to  formulate, 
136-7;  should  be  anticipated, 
180,  191-2;  necessity  of  meeting. 


\y' 


INDEX 


245 


184;  examples  of  common,  185; 
offering  of,  should  not  be  en- 
couraged,  191. 

Omissions  on  sales  check,  201 ;  of 
name,  202;  of  letters  in  name, 
202 ;  of  items,  202 ;  of  "  In  care 
of,"  203 ;  of  numbers  in  address, 
203 ;  of  house  number,  204 ;  of 
local  address,  204;  of  locality  — 
town,  205 ;  of  designation  of 
direction,  205. 

Order-takers,  significance  of,  com- 
pared with  salespeople,  37. 

Orders,  errors  in  handling,  221- 
24. 

Parental  instinct,  71-3,  86. 

Patience,  salespeople  need,  107. 

Personalities,  antagonistic,  137. 

Personality,  elements  of,  116-75; 
definition,  116;  salespeople 
should  develop,  116;  combination 
of  three  factors,  117;  enthusiasm, 
117-21;  honesty,  121-35;  tact, 
i35~9;  courtesy,  140-6;  impor- 
tance of,  in  selling,  146;  prompt- 
ness, 146-60;  cheerfulness,  160- 
66\  salesperson  sells,  162. 

Phonetic  errors  on  sales  check,  212 ; 
in  names  of  persons,  213;  in 
names  of  streets,  213;  in  house 
numbers,  214;  in  names  of  places, 
214. 

Phrenology,  91. 

Possession,  instinct  of,  74-6,  175. 

Price,  opportunity  to  sell  higher, 
goods,  30,  34;  failure  to  know 
reason  for,  33;  unwillingness  of 
customers  to  pay  a  high,  34; 
importance  of,  element  during 
sale,  34-5 ;  undue  prominence  of, 
36;  basis  of,  52;  relation  of  value 
to>  53  \  illustration  of  reasons  for, 
55;  method  of  reducing,  56;  less 
important  than  service,  143 ;  is 
fixed  but  not  value,  177;  common 
objection  to  closing  sale,  185; 
meaning  of,  187. 


Production,  home,  2;  inferior,  3; 
increase  in,  4;  stimulation  of,  4; 
efficiency  of  machine,  4;  attitude 
of  workers  toward  change  in 
methods  of,  5 ;  at  least  cost,  6 ; 
changes  in  agricultural,  8 ;  of 
wealth,  10;  reason  for  progress 
in  machine,  19. 

Progress,  cause  of,  i,  9;  opposition 
to,  5 ;  illustrations  of,  6,  8 ;  foe 
to,  20,  23. 

Promptness,  lack  of,  93 ;  loss  of 
trade  due  to  lack  of,  146-7;  rea- 
sons for  lack  of,  148-60;  lack  of, 
due  to  stockkeeping,  151;  lack  of, 
due  to  fear,  151-4;  lack  of,  due 
to  misunderstanding,  154-60; 
must  be  tempered  with  under- 
standing, 157;  meaning  of,  160, 
168,  169,  174. 

Public  library,  value  of,  to  sales- 
person, 61. 

Quality,  important  element  subse- 
quent to  sale,  34-5. 

Questions,  ability  to  answer  cus- 
tomers', 33-5;  selling  goods  with- 
out asking,  94;  used  to  make 
customers  talk,  109;  manufac- 
ture lookers,  156-7;  crude  form 
of  approach,  157;  avoidance  of, 
in  approach,  158;  use  of,  over- 
looks steps  in  selling  process, 
159;  asking,  not  promptness,  160; 
sometimes  a  good  form  of  saluta- 
tion, 171;  prompt  answering  of 
customers',  179 ;  introducing  other 
goods  by  asking,  197;  ascertain 
when  objections  exist,  192. 

Retail  revolution,  9-19;  productive 
of  permanent  results,  14;  defini- 
tion, 25. 

Retailer,  early  attitude  toward,  11; 
not  productive,  11;  early  methods 
of,  11-12;  modern  methods  of, 
12-13;  demands  of  public  recog- 


4i' 


246 


INDEX 


nized  by  modern,  15;  attitude  of, 
towards  community,  15-16. 
Retailing,     possibilities     of,     48-9; 
variety  of  action  in,  120-1. 

Sales,  methods  of  increasing,  134, 
199;  how  made,  167,  182;  clos- 
ing, 184;  reasons  for  loss  of, 
190-1. 

Sales  check,  offers  many  opportuni- 
ties for  error,  201 ;  examples  of 
errors  on,  201-24;  safeguards 
against  making  errors  on,  223-4. 

Salesmanship,  definition,  32,  64,  65, 
114;  meaning  of,  152;  good,  145, 
188-9;  bad,  188,  197;  corrective, 
191 ;  aim  of,  201. 

Salespeople,  real  function  of,  104; 
professional  people  contrasted 
with,  149-50;  vision  of,  153; 
creators  of  value,  177. 

Sales  talk,  knowledge  of  goods 
necessary  for  a  convincing,  29, 
35;  preparation  of,  81,  95.  see 
Goods,  how  to  study. 

Salutation,  methods  of,  156-7,  158, 
170;  value  of  distinctive,  171; 
using  customer's  name  in,  171. 

Satisfactions,  basis  of  sale,  96,  130, 
152,  186. 

Scientific  selling,  65,  99,  159,  192. 

Self-confidence,  knowledge  of  goods 
creates,  31.  see  Confidence,  At- 
titude. 

Selfishness,   87-8. 

Self-preservation,  instinct  of,  66-8. 

Selling  process,  first  step  of,  82; 
second,  third  and  fourth  steps  of, 
82-3  ;  interrogation  fails  to  recog- 
nize steps  of,  159;  definition, 
167;  analysis  of,  168. 

Senses,  how  to  appeal  to,  46-7 ; 
illustration  of  appeals  to,  47; 
method  of  appealing  to,  175; 
creating  desire  by  appeals  to, 
183. 

Service,  illustration  of  lack  of, 
32-3,  122;   value  of,  to  retainer, 


60;  to  give,  is  reason  for  exist- 
ence of  store,  62;  desire  of  public 
for,  122-3,  191  >  selling,  127;  to 
render,  is  only  honest  objective 
for  increasing  sales,  135;  more 
important  than  price,  143 ; 
prompt,  demanded,  147;  neces- 
sity of  satisfactory,  151;  prompt- 
ness is  part  of,  152;  an  unex- 
pected, attracts  attention,  169 ; 
salutation  should  offer,  170;  use 
of  suggestion  in  giving,  199 ;  aim 
of  salesmanship  is  satisfactory, 
201 ;  inability  of  some  stores  to 
give,   218. 

Shoppers,  attitude  of  salespeople 
toward,  188. 

Silk  production,  history  of,  28. 

Smiles,  classification  of,  163;  attract 
attention,    169.     see  Cheerfulness. 

Society,  division  of,  by  functions,  6. 

Specialization,  limited,  2 ;  realiza- 
tion of,  3 ;  necessity  of,  7 ;  rela- 
tion of,  to  experts,  25. 

Speech,  form  of,  a  method  of  at- 
tracting attention,  170. 

Steam  engine,  importance  of,  3. 

Stockkeeping,  undue  importance  of, 
151. 

Store  system   and  method,  201-26. 

Study,  value  of,  53,  68,  137,  148; 
necessity  of,  69,  81,  91,  110,  114, 
150;  basis  for  enthusiasm,  118; 
when  to,  149 ;  in  the  professions, 
150;  more,  in  future,  165;  of  sell- 
ing process,  167-8;  of  tone  of 
voice,  172;  of  objections,  180, 
194;  when  to  close  sale,  184; 
necessary  if  sale  is  lost,  190-1. 

Suggestion,  increasing  sales  by, 
134;  negative,  159,  196,  199;  in 
closing  sale,   194-5. 

Tact,  Importance  of,  113;  criticism 
possible  if,  is  used,  119;  defini- 
tion, 135;  failure  to  use,  136, 
138;  use  of,  in  approach,  159-60; 
introducing  other  goods   in  tact- 


INDEX 


247 


ful    manner,    198;    in    correcting 

sales  check,  219. 
Tests  of  materials,  technical,  43-4; 

practical,  44-5;  reason  for,  45. 
Timidness,  no  place  for,  in  selling, 

152. 
Transpositions  on  sales  check,  206; 

of   letters,   206;    of   figures,   206; 

of    purchaser's    name    and    street 

name,  207. 
Traveling      salesman,      source      of 

knowledge,   58. 
Types  of  customers,    see  Customers. 

Value,  sentimental,  30;  methods  of 
adding,  to  goods,  30,  34,  44,  52, 
177,  182;  price  not  necessarily  an 
indicator   of,   33,    182;    basis   of, 


34;  correct  conception  of,  53;  re- 
lation of  a  guarantee  to,  53-4; 
illustrations  of  increasing,  54-5 ; 
meaning  of,  56;  failure  to  indi- 
cate, 60;  not  obvious,  6i;  sales- 
people creators  of,  177;  custom- 
er's estimate  of,  is  faulty,  186; 
"worth"  contrasted  with,   186. 

Vanity,     instinct     of,     69-71,     103; 
method  of  appealing  to,  174-5. 

Vocabulary,  salespeople  lack  a,  37. 

Voice,  importance  of  tone  of,  in  at- 
tracting   attention,    171. 

Wanamaker,  John,  12,  75. 
Work,  reduction  in  hours  of,  4. 
Worth,    relation   of,   to   value    and 
price,   186. 


PRINTED    IN   THE    UNITED    STATES   OF   AMERICA 


Date  Due 


COLUMBIA  UNIVERSITY  LIBRARIES 


0044260695 


APR  2  6 1994 


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